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# Agentic Orchestration: The Journey to Intelligent, End-to-End Supply Chain Execution

 

 

 

 

 

 

Agentic orchestration marks a fundamental shift toward AI-enabled supply chain execution in life sciences and healthcare. By bringing together trusted data, coordinated processes, and intelligent AI agents, organizations can respond faster to disruption, reduce stockouts and excess inventory, and improve execution across partners.

At FutureLink Barcelona, Lucy Deus, Senior Vice President, Supply Network Products, and Shabbir Dahod, President & CEO of TraceLink, shared complementary perspectives on this journey—from building the digital foundation required for AI, to orchestrating partners, processes, and products at scale. Follow the clips below to see how digital foundations and agentic orchestration come together to drive real supply chain impact.

- [Agentic Orchestration Starts With a Digital Foundation](#section1)
- [Orchestrating Across Diverse Supply Chain Networks](#section2)
- [The Core Capabilities Behind Agentic Orchestration](#section3)
- [Partner Orchestration: Digitalizing Multienterprise Transactions](#section4)
- [Process Orchestration: Digitalizing People-Based Workflows](#section5)
- [Product Orchestration: Unlocking New Value From Track and Trace](#section6)
- [Seeing Agentic Orchestration in Action](#section7)
- [The Agentic Future of the Supply Chain](#section8)
- [TraceLink as Your Partner in the Agentic Journey](#section9)
- [Watch the Full Presentations](#section10)

 

 

## Agentic Orchestration Starts With a Digital Foundation

#### *Agentic capabilities depend on trusted digitalization across the end-to-end supply chain.*



![](https://play.vidyard.com/eDUZeCgwieBhcWHv8v61V9.jpg)**Agentic Supply Chain Orchestration Requires End-to-End Digitalization**



![](https://play.vidyard.com/G9AH37T6jBCYPz6SCgUR8v.jpg)**Agentic Supply Chain Orchestration Depends on Coordinated, Digitalized Networks and Processes**



![](https://play.vidyard.com/HQz8kXnZPwR6LJHaEJaqfY.jpg)**The Real Business Value of Digitalization: Laying the Foundation for Agentic Impact**







![](https://play.vidyard.com/HBmNsyX1LgZ5qTyH3wcQF9.jpg)**Fragmented Digitalization Is Holding Pharma Supply Chains Back From Real-Time Orchestration**



![](https://play.vidyard.com/LrZYiEcchsSimwQzdqhxrV.jpg)**The Foundation of the Agentic Future: There Is No AI Without Information**





 

 

## Orchestrating Across Diverse Supply Chain Networks

#### *End-to-end orchestration must work across real-world partner diversity, systems, and formats.*



![](https://play.vidyard.com/Ms6uvGgx4HHq16YmPHnMNT.jpg)**End-to-End Digitalization Is Possible Even When Every Partner Works Differently**



![](https://play.vidyard.com/JDhH3cbyfxVQgSdq58bfzW.jpg)**Seamless Data Exchange Is Possible Across Diverse Supply Chain Systems and Formats**



![](https://play.vidyard.com/DFwnMYoSaAzabaQe7H9Aa5.jpg)**How Information Excellence Turns Innovators Into Market Leaders**





 

 

## The Core Capabilities Behind Agentic Orchestration

#### *Agentic orchestration is built on a defined set of capabilities that work together as a unified system.*



![](https://play.vidyard.com/r6GnBpwst34tG8Wq4sD3Gd.jpg)**Five Core Capabilities Form the Foundation for Agentic Supply Chain Orchestration**



![](https://play.vidyard.com/GpCjXo8ZZGqkdqBumqmjK5.jpg)**Transforming Life Sciences Supply Chains: End-to-End Digitalization in One Year**



![](https://play.vidyard.com/j63ZbQ7rukEY5eZdL38if1.jpg)**From Vision to Action: Defining Your Agentic Orchestration Blueprint**





 

 

## Partner Orchestration: Digitalizing Multienterprise Transactions

#### *Partner orchestration enables scalable, system-to-system collaboration across the supply chain.*



![](https://play.vidyard.com/GrzCRGyZQW5kk5po3LXePb.jpg)**MINT Makes End-to-End Partner Orchestration Achievable and Affordable**



![](https://play.vidyard.com/4GqggYie2qgwivmtw2SrvR.jpg)**A Shared Network, A Strong Foundation: Powering the Future of Digitalization**





 

 

## Process Orchestration: Digitalizing People-Based Workflows

#### *Process orchestration replaces email and spreadsheet-driven collaboration with structured, trackable workflows.*



![](https://play.vidyard.com/MuAwniFSUc6dRxrgf8mv4j.jpg)**POET Enables Process Orchestration for People-Based Supply Chain Workflows**



![](https://play.vidyard.com/ddBcswyNGi3nRWGoX2Q6Bk.jpg)**Introducing Expert AI Agents That Think, Reason, and Act Across the Supply Chain**





 

 

## Product Orchestration: Unlocking New Value From Track and Trace

#### *Integrating product, process, and supply chain data expands the business impact of serialization and compliance investments.*



![](https://play.vidyard.com/rRSKw5BmMmh9qzm46HdGFe.jpg)**End-to-End Supply Chain Integration Unlocks New Value From Track-and-Trace Investments**





 

 

## Seeing Agentic Orchestration in Action

#### *Live demonstrations show how digitalization, orchestration, and agentic capabilities work together in practice.*



![](https://play.vidyard.com/ZqM2HmMHjnXfhZnjHKmzLa.jpg)**Real-Time Multienterprise Orchestration: A Look at Digitalization in Action**



![](https://play.vidyard.com/38zxDo8gSMS5FCQbFu6QuK.jpg)**From Issue Detection to Resolution: Digitalizing Multienterprise Collaboration**



![](https://play.vidyard.com/L5DpyUyuBm5izdqisu6687.jpg)**Shared Dashboards, Shared Decisions: Real-Time Visibility Across Partners**







![](https://play.vidyard.com/L5DpyUyuBm5izdqisu6687.jpg)**The Next Leap: Agentic Assistants That Design and Build Supply Chain Solutions**





 

 

## The Agentic Future of the Supply Chain

#### *Human–agent collaboration will redefine how supply chain teams operate, innovate, and scale.*



![](https://play.vidyard.com/saCrZtz1QBpK1EGE9o3oHi.jpg)**Escaping the Turing Trap: A Future of Human–Agent Collaboration**



![](https://play.vidyard.com/rY1qAaJjzmMfkc3ENxin1e.jpg)**The Agentic Revolution: Every Person Will Have Expert AI Agents on Their Team**



![](https://play.vidyard.com/nkiNsJKXAGRF9c9dAGtTkV.jpg)**TraceLink’s Roadmap for the Future: Advancing Analytics and Building a Rich Agentic Ecosystem**





 

 

## TraceLink as Your Partner in the Agentic Journey

#### *Bringing together technology, expertise, and execution to support every stage of digitalization and agentic orchestration.*



![](https://play.vidyard.com/ph97bwLpeL26gpHgkGXzfJ.jpg)**TraceLink Is Your Partner for Supply Chain Digitalization and Agentic Orchestration**





 

 

## Watch the Full Presentations

#### *Explore the complete sessions from FutureLink Barcelona 2025.*



![](https://play.vidyard.com/TAHdqhfXXJjZH4Mcm8u2TP.jpg)**Lucy Deus** **— Introduction to Agentic Orchestration for the End-to-End Supply Chain**



![](https://play.vidyard.com/EWXNjqLpNgbQuSTiyrkaxT.jpg)**Shabbir Dahod** **— FutureLink Barcelona 2025 Keynote: Agentic Orchestration of Your End-to-End Supply Chain**





[Contact TraceLink to begin your agentic orchestration journey today!](/contact-us)

 

 

###  TRANSCRIPT 

 


#####  Introduction to Agentic Orchestration for the End-to-End Supply Chain 

##### [Introduction to Agentic Orchestration for the End-to-End Supply Chain](#2289241280-3196819343-1)

**Lucy Deus**

**SVP, Supply Network Products**  
**TraceLink**

Welcome, everyone. Welcome to our FutureLink and to TraceLink University. It's really great to see such a great turnout for everyone here.

What we're going to focus on this morning is try to give you a walkthrough and an overview of a number of the topics that we will be delving in deeper on in the rest of our TraceLink University day and the three tracks, but also some of the things that you're going to be seeing over the next couple of days as part of the main FutureLink event.

First, we're going to start talking about Agentic supply chain orchestration. You hear a lot about AI and how we're going to leverage AI and how it's going to be necessary if we want to be able to compete.

When you think about our supply chains, they're global supply chains, they're complex supply chains. There's dynamic and rapidly changing events that are happening that impact all different aspects of our supply chains globally.

For individuals, teams to try to be able to keep on top of everything, it's very challenging. When you try to keep on top of everything and something happens, how do you maintain your agility and your flexibility and that ability to make a rapid decision that's going to matter and that's going to be meaningful that can then affect the outcome.

It's a really, really difficult thing to manage. The Agentic supply chain capabilities start to give us a way to start to do that and empower our team members, empower our workforces with staff, Agentic staff, that then start to augment those teams to enable them to start to manage all of that data, manage all of those complex decisions, and then be responsive to the situations that happen.

We're going to unpack that as we go through the different parts of our presentation. In terms of how do we accelerate that business performance.

Different ways that the Agentic capabilities can help us is in maximizing our revenue through real-time agility with supply and demand, reducing working capital with the ability to have continuous inventory planning, while lowering our operational costs.

There are always pressures to lower the operational costs. There's pressures to do more with sometimes the same or sometimes less. How do you do that and increase the productivity? One way you can do that is by starting to implement some of the Agentic capabilities to, again, augment your staff so that you can do more.

You focus more on the big decisions that need to be made and have your Agentic staff start to furnish you with options, summarization of what's going on, possibilities of pathways that you can be taking, and then helping you, making recommendations, and then enabling you in that decision-making process, not just the decision-making process, but the execution process as well.

Then doing all of this while at the same time not moving our eye off of why we all started protecting patients and making sure that counterfeit is not happening within our supply chain, diversion is not happening, and making sure we're keeping our products safe and secure for our patients.

Why do we need to do that? The foundation for this is digitalization. If the information is not digitalized across the different supply chain partners, across the supply chain ecosystem, there is not much for the agents and the Agentic capabilities in AI to operate on top of.

This is a really big requirement having end-to-end supply chain platform capabilities that give you that digitalization as that foundation to enable your Agentic execution.

When you think about all of the different supply chain ecosystems that you participate in, whether it's with direct material suppliers, with contract manufacturers, our logistics and transportation partners, our customers, etc., and the different cross functional teams that we have within our organization that together with our supply chain partner now make a broader cross-functional team in terms of working together.

All of this needs to be part of that foundation. All of this needs to be part of that awareness that's there for that Agentic fabric to be able to operate over and to give it the context.

When it has that context, then operating across the different processes that we have, purchasing and procurement, planning, manufacturing, inventory and ordering, warehouse, logistics and fulfillment to enable the ability to predict product demand, material lead times, material supply plans, our cycle times for production, prescribing inventory levels that are necessary.

We have all of the different capabilities and all of the different information to enable this. The digitalization is essential to enabling this, because we can't have siloed pockets of information. When we have siloed pockets of information, it's hard to do anything end to end.

Let's talk about now to say if that's what we want to achieve and what we want to enable, how do we get there, and what are these foundations that we need to have in place?

First, let's start a little bit about unpacking end-to-end supply chain orchestration, because we're saying Agentic orchestration, let's understand supply chain orchestration first.

Here, it's all about coordinating the different parties in the supply chain, internal and external, with the supply chain partners, and it's also about coordinating the processes that they work on together.

Doing this across that end-to-end supply chain, not just small numbers of supply chain partners or small pockets, but truly that end-to-end understanding.

Then synchronizing all of this, synchronizing those processes, synchronizing the information across procurement, manufacturing, distribution, transportation, and logistics, down through all of the distributors, down through all of the different customers that you would ship to, and having that full synchronization and coordination across those.

When you do that, then you can start to optimize and start having cost-effective abilities to deliver products by gaining that ability to have the enhanced visibility and that enhanced responsiveness.

Again, in order to do these things, we have a fundamental requirement that we need to have digitalization in place in order to now start to orchestrate all of these things across our supply chain.

Now let's take a look at the next premise in terms of what does it mean in what aspects need to be digitalized and synchronized. It starts with, again, the network of supply chain partners, customers, transportation providers, CMOs, 3PLs, the MAHs, etc., all together in understanding those supply chain ecosystems.

These are all many supply, and some of them not so many, but many supply chain networks in and of themselves that you participate in. Understanding what is my supply chain topology and having your systems and having a solid understanding of that.

Then across that supply chain topology, it's really about the synchronization and digitalization of those transaction flows that we just talked about, the order to cash processes, the transportation and logistics processes, the manufacturing processes, procure to pay, and so on, and really pulling on that thread on that transaction flow and synchronizing and digitalizing across these.

When you look at where are we today, what's the state of the state in pharma and life sciences in terms of today when we look across our different customers?

We do see there is a little bit of digitalization that exists out there, but we don't see uniform end-to-end digitalization in any area, whether it's CMO or whether it's transportation logistics or whether it's customers and suppliers, direct material suppliers. We don't see 100 percent of that supply chain ecosystem for any given company fully digitalized.

What we do sometimes see is, OK, maybe they're using EDI, but when they're doing that and they're integrated, it's with the top tier suppliers, but not the whole supply chain. You need all of the information if you're going to try to truly digitalize and orchestrate end to end.

What we do see is, it's a lot of email exchange, emailing purchase orders, emailing inventory reports, things like that, and then it's outdated. Those inventory reports are outdated shortly after you get them.

Then, when's the next inventory report coming? Two weeks later, four weeks later. You don't want outdated information. Sometimes the information is in portals. Come to my portal and get the information.

Sometimes we hear, we ask some customers, "How do you get ship notices today?" We hear, "Oh, I'll get notified through WhatsApp or a text message." That's not a system getting a ship notice, that's a person getting a ship notice, just like the email is a person getting a ship notice.

How do you truly enable that system-to-system integration? Because when you have information in these different silos, these data silos now make it really complicated to have digital transformation.

What we need is a solution that says, how do we truly get end-to-end full participation of digitalization in the supply chain? It's important because if we're unable to do so and unable to do so in a comprehensive manner, there's some real consequences from that.

Those consequences are those core goals that we looked at in the beginning that our companies are trying to achieve. Those consequences are, I have product stock outs that lead to lost revenue. I end up with excess inventory that now creates increased working capital.

I have increased operating costs that reduces our profitability, limited agility, and that means unfulfilled customer demand, and that's the biggest, especially in pharma and life sciences, that's probably the biggest no no that we have here on the list.

If we have that siloed data that's not really accessible across all of our systems, across Agentic capabilities, then you don't have that real-time data that fuels the intelligence, that fuels the AI. It's really important because there's consequences across the board in not having that full digitalization and synchronization.

The requirement is, how do you do it? We have to have an approach that is going to work. That's the approach that TraceLink has been working on for the last 15 years and trying to perfect. It's honestly the approach that we implemented that enabled serialization and track and trace information exchange across MAHs, CMOs, 3PLs, customers, suppliers.

It's what enabled that capability, whether you recognized it or realized it or not, it was what was underlying under the hood, and that's what we're going to unpack in the next few slides. But to say, well, where did all of this start and where did the idea come from?

I can tell you it did not come from myself, it didn't come from Shabir initially, it actually came from one of our customers.

We had a CIO at a major contract manufacturing firm that is a customer of ours. When we were talking about digitalization and we were talking about integrating our supply chain partners, he said to us, because we were thinking about how can we rally people on a common approach, a common format.

He said, "No, no, no, you're thinking about this the wrong way. How you need to think about this is, your reality is that people are going to have custom formats. They have legacy systems. They have different disparate systems, and they're going to have their own custom formats."

Some will be on EDI, and that's a standard. However, your reality is that not everybody is adopting that standard the same way. People are customizing the standard. They're repurposing fields. They're using it in different ways. That's going to be your reality, and you have to accept that reality.

Some companies are on industry exchanges, but the rest of their supply chain ecosystem may not be on that same industry exchange. You need to make sure that you can bridge that so that they can still interact and exchange information together.

Some are using portals. You need to make sure that information can still flow even when they're in portals, and then some are a little bit more modern and going to be on the cutting edge, and they're using API integration. You need to work that way too.

You need to let all these different parties in the supply chain with all these different ways of working keep working that way and stay as they are, and allow them to still be integrated to each other on the network and exchanging information.

Let them integrate their way, let them network their way across the supply chain partners. This was a pretty daunting goal. He put that down in front and he said, "You guys go figure this out, and then when you've figured it out, then you come back and talk to me some more."

We took that to heart, and we did. What we came up with was our business-to-network in a great one model that you are all using in your serialization and track and trace and have been using. This became the underpinning that you'll see more about later for our Mint solution for all of our supply chain transactions.

Some of the core elements of this are providing the foundation for all of our Agentic capability. We'll start to unpack how we do this. First and foremost, every party on the supply chain is represented one time and one time only.

You have a single digital twin representation of every entity that's on the supply chain. Your company, its locations, everything's well understood. Supply chain partners, the same thing.

Whether you're a TraceLink customer, if you will, or you're a supply chain partner, everyone has a unique identity, a unique node on the network, which is their digital twin. When you go to sometimes to some of these other portals or exchanges, you might see 15 references to a particular company. It's like, "Well, which one of the 15 is it really?"

In TraceLink, you see one and only one. That is your experience that you have today. This is really important because everybody is modeled on the network. Then we model your supply chain ecosystems with that.

This knowledge of what do each of my supply chain ecosystems look like? What does my CMO network look like? What does my 3PL network look like? That's all modeled in there, which is, again, think ahead to the Agentic capabilities, really, really important.

Every company, every node on the network has an integration profile. That integration profile basically identifies the information that says, how do I communicate information? What's the communication protocol, if you will? Am I doing it through AS2? Am I doing it through secure FTP? Am I doing it through a web service, HTTP-based web service?

It identifies that communication protocol. Then it also identifies for each transaction type what format are you exchanging the data in. It's important that it's at each transaction type because each transaction could be coming from a different enterprise system.

Just because you use, like in this case, SAP HANA for Biogenica systems, they might be using that S/4HANA for certain transactions, but they may have another system that's representing their warehouse, or that's representing their transportation system or one of these other systems, and therefore, they might have a different format there. That's OK.

Or maybe they have certain sites that they acquired and they're not yet in the SAP fabric, and so they need different formats. This integration profile represents for every transaction type and every instance or use of that transaction type, let's say on a location basis as an example, what format that you want to exchange that information in.

Then we do the same thing for every supply chain partner. In this case, NovoCurex is a supply chain partner, and we can see, "Oh, they want to use ADI for that particular format." Then how do we start exchanging data? Let's say there's a purchase order going from Biogenica to NovoCurex. Let's say NovoCurex is their CMO.

In this case, it could have been the HANA API, or it could have been the iDoc, either one. In this case, we have the iDoc, so the purchase order iDoc comes in. We look in the integration profile and we say, "Oh yeah, Biogenica is sending in ASAP iDoc."

Then we translate this into the canonical. This canonical is important. You'll hear from other companies, "Oh, we have canonicals." Well, that canonical is sort of, yes, it's their proprietary canonical for a certain B2B exchange. This one's different. This is a network metadata-based canonical.

That concept of metadata, that's important because what we do is, it's not just a superset format that enables us to do data translation. It's a lot more than that. It is a metadata model for ultimately the business object of the purchase order.

\]It means that it understands every single field in that purchase order, or if it was a ship notice, or an invoice, or a forecast plan, or an inventory report, or a chargeback request, or a return authorization. It understands the meaning of that business object. It understands every field in that business object. It understands what business objects relate to each other.

It understands what fields in each business object could relate to each other. This network, metadata-driven canonical is very different than a superset data model that lets me translate fields in a map. Very, very different.

We do also translate, so that iDoc becomes that network canonical model. Then we look up and say, what format does NovoCurex use? NovoCurex use an EDI 850 Purchase Order. Then it'll go for canonical to the EDI 850 Purchase Order, and it delivers it to them using their communication protocol.

Next, with this integrate once, this is important. Now it's any format. In this case, we happen to be using for ASNs iDoc and X12 again, but when you get to serialization, we're using EPCIS over here. This one doesn't know how to use EPCI, so it's getting translated into a serialized shipment CSV format.

That's OK. They can still play. They're still getting all the same data, but their internal system, they don't use EPCIS. Great. We'll translate it into their format, their custom CSV, and still provide them with the information that they need.

This is how you get everybody to interoperate with the different integration methods that they need using this. This is how, like I said, our track and trace works. It's how Mint works. It's how all TraceLink data exchanges work.

This is really important because you allow everybody to come as they are. You could have somebody integrated through an API. Again, they come as they are. They could have their own B2B. They could be on an industry exchange, and this is what enables all of that.

The other thing that it does is, it helps to, as people update their systems, we have our network success team that then onboards everybody onto the network and helps them to integrate. This is our customers, but also the supply chain partners. We do all the testing with them.

If they change their ERP system later and/or they change their integration format later, like, oh, that site that I acquired that wasn't using SAP and we had to integrate with something special over there, but now we're bringing into the SAP fabric, we help with the onboarding of that.

Then we insulate everyone else in the supply chain. You don't have to worry about, "Oh, I have to update all these point-to-point integrations. We insulate everybody in the supply chain from this big change that just happened, and their data continues to...they keep sending and receiving data their way. That's that come as you are concept.

When you start adding all the different nodes on the network, and everybody's integrating, everybody has their integration profiles, you can see the different examples. Somebody might be using we had SAP with the iDoc example. You could have SAP with the HANA API example. You have NetSuite with the API example here.

You have Microsoft Dynamics with that API integration. You have EDI. You have custom CSV formats. You've got somebody using the user interface. Maybe I'm onboarding a small CMO in one of the markets that I leverage, and I'm working through and implementing with that CMO, and they start off using the user interface.

Or maybe I'm integrated for some transactions, but I use the interface for some others because I'm not ready to integrate for those yet. Or I don't do them often enough that it's worth me taking that on right now, and I may take it on a little bit later.

Our network success team onboards everyone on the network, supports them, manages them through their changes, insulates everyone else from the blast radius of those changes, if you will. No changes have to be made by me because my supply chain partner is doing an upgrade. That gets taken care of.

That's the concept behind the business-to-network integrate concept and how we reduce the friction and how we allow the supply chain integrations across everyone to seamlessly scale.

This is really important with all these modalities of integration because you need that end-to-end supply chain integration with everyone. Let's see. The linking part. We've configured the profiles and everything else. Let's say Biogenica, now they were linked to NovoCurex, but now they want to link to Orion over here. How do they do that?

They basically go in and say through the admin interface and say, I want to create a link to Novo Neurix. If Novo Neurix is already on the network and already integrated, boom, you're already linked.

You could do a quick little test, but now you're integrated and you're up and running. It's almost like doing a LinkedIn invite with someone and how you connect with somebody on LinkedIn. It's a similar kind of concept.

If they're not yet on the network and not integrated, that's where our network success team comes into play. They're already working to onboard that supply chain partner because they work with you to know who you want to be integrated with.

They onboard that supply chain partner, they do the testing, then you do your link, and then you're good to go. This is how we scaled track and trace networks so rapidly, globally, across, and to get the 290,000 entities integrated across the world.

This is the same fabric that we're leveraging with Mint for our supply chain business transactions. Using this foundation, we can now embark on the journey towards Agentic orchestration.

When you think about what are the elements that you need for Agentic orchestration to unlock that transformational value. We need a trusted digital network with a digital twin, one and only one, of every supply chain partner. This gives you your security and your permissioning model.

When you create that link, you're creating that permissioning model. That's why you need that single digital twin so that I know that it is that party that I'm exchanging that data with. Only TraceLink onboards parties onto the network. That's how it can be a trusted network. That's how you can trust that it's that supply chain partner. Really, really important.

The other part is, this is how, then, digitally, your supply chain networks are modeled. The next is no-code metadata platform. That canonical network metadata model that we talked about earlier for all of the different business objects really important to underlie the fabric for all the things to come. It's a foundational element that we keep building more capabilities on top of.

The ability to configure solutions and workflows, the ability to exchange information across supply chain partners, integrated information analysis and reporting and dashboarding, that's part of what you get with that no-code metadata platform.

Then the ability to do partner orchestration. This is basically our Mint solution for end-to-end supply chain transactions with any partner, any system, any modality that we just talked about. Process orchestration, this is new.

We're launching POET at FutureLink this year, this week, which is all about integrating people and teams for the people-based collaborative processes and the people-based workflows that we interact with each other.

We'll dive into a little bit more about that in a moment. Then last but not least, the product orchestration. This is your serialization and track and trace with the digital twin of every single product, with that serialized product that enables the track and trace and verification, recalls, our regulatory compliance, and helping with preventing counterfeiting.

These are all the elements that come together to give you the core fundamentals for Agentic orchestration. What we're going to do now is we're going to deep dive into each of those orchestrations, partner, process, product, and start to talk about some of the capabilities that are enabled, and then we'll wrap it up with our supply chain capability.

For the folks back there, the 2 30-minute presentations are 1 60 minutes. Just start my timer on the next one, and then we'll go. We're going to talk about Mint. Mint, again, makes that whole, I want to digitalize end to end, everybody in the supply chain across. This makes this possible. It makes it achievable and in an affordable way with the model that you just saw.

When you think about what is Mint doing and what are the capabilities that Mint gives us when we're talking about integrating different supply chain partners together across critical supply chain data that they're exchanging with each other.

This is what Mint gives you, the ability to integrate with direct material suppliers across all of the different procure to pay, I'll call it plus processes that are here, integrating with contract manufacturing partners from the whole life cycle of contract manufacturing and tracking everything that happens with the contract manufacturer, giving them all the information they need.  
Getting the information that you need from them, placing the orders, invoicing, closing it out, etc.

The pharmaceutical companies in working with the different segments of the supply chain, whether it's upstream or downstream, all of the capabilities that you need for that, logistics and transportation, all the transactions and the critical business data needed to manage with your 3PLs and your carriers and your freight forwarders.

Then all of the customers for the MAHs, all the customers in the downstream supply chain, whether there be the wholesale distributors or pharmacies and health systems, to manage all the interactions that you have with them.

This is all about your system-to-system integration, whether it's ERP, whether it's warehouse inventory, transportation and logistics systems, it's integrating system to system across your different supply chain partners.

Again, when you think about what we talked about with all of the different modalities and the come as you are, this is how you can now integrate across everything with 100 percent of your supply chain partners, not just your top tier.

You do this, now you have a very nice healthy fabric for Agentic supply chain orchestration. When TraceLink Mint enables this, we enable your integration, especially if you focused on that integration piece with any partner in any system.

We've been spending a lot of time not just enabling those transactions and those business objects that understand the fundamental data in the context of those transactions across everything, but we've been doing a lot of work in enabling integrations with all of the key systems out there.

I won't name all of them, but whether it's NetSuite or SAP or Microsoft Dynamics or Sage, Manhattan, etc., for all of the different types of systems that are used across the different types of supply chain partners, we've been enabling that integration.

This is really important because this is what starts to enable that plug-and-play integration. Then, of course, there are the custom formats. Whether it's yourself or whether it's a supply chain partner that needs a custom format, TraceLink does those as well. It's part of the service that we provide.

You'd say, why would you do that? We do that because the network and the ability to exchange the data, the more we bring to the table, the more you will participate. It becomes a critical asset that we can offer and a critical value prop, because there are the broader capabilities that we all need to be achieving.

We try to do the blocking and tackling to remove the friction from this. We have very cost effective ways to do all of this, so we can take it on, and therefore we do take it on.

What I want to underscore about Mint is, Mint is more than just B2B. Why is it more than just B2B, and why is it more than just data translation mapping? Because all of the transactions are metadata driven. I can't emphasize that more.

Mint is your digitalization solution that helps you to orchestrate all of your different types of supply chain networks that you participate in. Yes, it does it with B2B integration. Yes, it does it with API integration.

Yes, it does it with UI enablement for that multimodal, get everybody on the network participating however they can, but with that beta and integrate model, but it also enables you to do configurable workflow.

I want to add an approval step. I want to add some sort of a review step. I want to extend the workflow that's there. In a no-code way, you can configure the workflow. You don't really do that with B2B, generic B2B and generic mapping.

That gives you some powerful capabilities that really start to adapt things to your core business processes and how you do them.

Also again, because it's all metadata driven and these are business objects that are understood by the platform, you can now also do reports and dashboards on this information and start driving some intelligence out of the information, all in a no-code way.

This metadata-driven digitalization it gives us that foundation, not just to do these two bullets here at the bottom, but it gives us the foundation to enable that Agentic orchestration.

You don't have to wait until it's all done, and you've done every transaction that's in the backdrop on the big slide here to start realizing value.

Because as soon as you start digitalizing transactions with supply chain partners, you can start realizing value because you're now starting to gain visibility.

You're now starting to gain the ability to optimize your processes that you're executing with those supply chain partners and start optimizing service, cost, cash, and giving you the visibility that you need, on that journey, every new transaction, every new supply chain partner, you're gaining value.

As you start to round the corner, you now, by the time you're there, you've given yourself that foundation for Agentic orchestration. We're going to move on to POET.

Just as Mint is transforming our supply chain partner orchestration with all of the different business supply chain data that we need to exchange with each other system to system, POET is all about people-to-people orchestration and team to team for the people-based processes.

POET is poised to redefine how we go about doing that. When you think about how do we do that today, how do we integrate internally within our teams? Also, how do we integrate from our internal teams with, let's say, our CMO teams or our 3PL teams that we work with for our virtual manufacturing plants and our virtual warehouses that we leverage for distribution.

We have all the people in our teams, and they all work on shared business processes together, and we're exchanging documents. We might have SharePoint servers or Google drives or other data repositories that we use to exchange data.

We're sending emails back and forth. We're on Zooms. We're different texts and chats with each other, etc. More of those little silos that we're talking about.

Where is the knowledge of your business process? It's in my email. It's in the latest status here, etc. We track these things often in spreadsheets and understanding the process. Then when you extend that to your supply chain partner, it's just doing the same thing, but now with your supply chain partner. Where's the shared knowledge of this process? How do we digitalize that?  
How do we digitalize the people-based processes? How we digitalize that is with POET.

POET is a no-code solution that allows us to craft our business processes and to define our business processes the way we want to leverage them, the way that we want to execute them, but digitalize them so that all of the information is in one place, and then we can capture status, capture metrics of what's going on.

POET gives us, and we'll delve into these in the next slide, some fundamental building blocks. A work item. These are things that basically, things that you assign to people with due dates. Think of it that way. Items. This is your blank canvas. I can craft any kind of process that I want to craft. It's not pre-imposing anything on me specific that I need to do.

Documents. Think of this like a Google Drive for supply chain teams. I want to share documents with my supply chain partners, but in the context of the other things that I'm doing with them, and then lists. Think of lists as a meta process.

I might have a meta process where I've got discrete processes that I'm executing, maybe a tech transfer process, a supplier onboarding process, a new product launch. Those are made up of specific discrete processes.

I don't want to just think of them as separate discrete processes, I want to create the meta process and identify what's the sequence of events that need to happen here and let me track the meta process. The list lets you do that.

With our no-code tools that allow us to easily create the solution, to find the data models, define the workflow, etc., define the user experiences for that, then you can create a whole host of different types of solutions. I can create things to track compliance exceptions. I can create a process to manage my inspections and audits.

I can create a partner onboarding process, a plant e-logbook process, which one of our solution partners is creating, product complaints, etc. It's not saying go replace what's in, for some of these quality ones, what's in your quality management system. It's not saying that. What it's saying is, how do you bridge over to your supply chain partner?

They're not, most of the time, in your quality management system, but you have this big collaboration and workflow that you're executing with your supply chain partner, your CMO, your 3PL, and so on.

How do you integrate across for all the things that you're doing together and track that and then take those results that happen and put those into your system of record? That's really what this is about and what this is facilitating.

To kind of summarize, I've given you some of the high points, and I think you guys will get access to these slides so you can have the details.

Basically, that work item, again, the building blocks in POET, it's really about if you want to craft a process, like a change request process with my CMOs or an incident management process with my CMOs or with my customers, whoever it may be.

This is the thing that you're doing when I need to assign something to someone, and it's going to have a due date. You use work item. If I've got something that I want more open ended, TraceLink, give me a blank canvas, and I just want to invent my own process, add all of my own data fields to it. That's where you use item. It's the generic starter that you work with.

These are all starters. List, I want to create that meta process off of a set of discrete processes that I have. Then document, I want to enable the shared document repository with my supply chain partners because maybe we want to share the SOPs or work instructions or plant schedules, what have you, whatever documents you need to be exchanging and sharing with each other.

Then you enable this through no-code creation and configuration. We have our Opus solution environment, which is how you can either configure the existing processes that TraceLink provides to you, or you can create your own and forge your own journey.

You can add your own data fields. If you're going to create that change request process or the XYZ process that you want to create, you can go in and say, I want to add these 15 fields and here's what their data types are.

If you understand your business process, you just articulate what you need in a no-code environment. You can, within a matter of hours, and you'll see this in demos and some of the breakouts later, but in a matter of hours, you can craft your own business process.

You put in your data fields, you can extend your workflow for steps that you want to add into the workflow, create your user roles that you want, create your search screen, your view screen, your edit screen, your creation screen when you want to create new ones, and enable all of that. There's also email integration.

My supply chain partners won't come into the UI. That's OK. They can email, like in ServiceNow, a number of you use that for your IT tickets and things. You can email in your IT ticket, and then it becomes a real thing inside of ServiceNow. Works the same way here.

A lot of power in here for integrating across the business processes. TraceLink is going to provide core business processes out of the box. Customers can modify or create their own, and solution partners are also creating business processes out of the box.

TraceLink and our solution partners are basically, we're populating our marketplace solutions with these different business processes. To give you an idea of the kinds of business processes to stimulate your mind, there's really very few limits on the kinds of business processes that you can enable.

In supply chain management, you can do things like direct and indirect supplier incidents. You can do pre-commercial operations, change requests, new product launch coordination, production scheduling collaboration, a number of different kinds of business processes.

Manufacturing execution. I talked about we have a partner that is working on the manufacturing plant e-logbook, operator training and certification tracking, partner tech transfer coordination, electronic batch record coordination, instead of emailing back and forth, here's the documents review approved with the CMO, doing that and codifying that and systematizing it.

Procurement and supplier management. Supplier onboarding qualifications, supplier audit coordination, approve vendor list management, material specification approvals, things like that.

Regulatory. Product registration data updates, label and artwork coordination with your CMOs, your contract packagers, coordinating the country specific labeling requirements with them, managing different types of exceptions.

Maybe what if you had a workflow that simplified, you get your EU alerts from EMVS and NMVS systems are triggering the EU alerts, and what if that went into a workflow and allowed you to manage those and track them and execute them?

I see many customers doing this through spreadsheets today and tracking them. What if you can disposition them and having an automated way to help you do that? DSCSA, we've implemented a process for compliance exceptions. By the way, we have a partner that's working on that EU verification alert process. DSCSA compliance exceptions, same thing.

I ship to the downstream supply chain. What if they have an issue and now they're quarantining the product? How do you resolve that issue together and track it and have an audit trail of what you did and manage that workflow with that supply chain partner. There's a process for that that TraceLink has available already. Then quality management.

You get the idea. Different quality document reviews, Kappa management with the CMO. You have your Kappa system, but again, this is the collaborative piece, and how do we create the bridge and then digitalize that and then put the results into our system of record.

POET has API integration. When I talk about putting the results of the system of record at specific event points, at closure, whatever it is you choose, you can do the API integration to pull the information and pull the specific pieces of information out to populate your systems of record, and that's how you can enable that integration.

Think of this as taking your systems of record that manage across these different processes and extend them so now you can extend these workflows to your supply chain partners.

Then with the API integration, do full loop round trip back in so that then you have it closed out within your internal systems. There's a lot of power here. Next part, track and trace and compliance, what we call product orchestration.

From day one, everyone has always said, when they were implementing and investing the millions of dollars that it took to implement serialization and track and trace, we've had everybody saying, we're going to want to figure out, besides the tremendous value that we get from preventing counterfeiting and preventing diversion in the supply chain, we want to understand how can we achieve business value from those track and trace and compliance investments.

A lot of companies have struggled. There's some who found some certain small pockets of business value, but a lot of companies honestly have struggled to figure out how do I get full up business value.

I think part of why that's been a challenge is because looking at just the track and trace data by itself in a narrow band or a silo, it's hard to get all the other business value out of it. Why? Because it needs to be integrated with everything else that we do. It's not its own special thing by itself. It's part of a larger process.

If you could integrate your track and trace data with your supply chain business data, with your process data that you're executing, and you could integrate all of that together, now you have an opportunity for new untapped value in unlocking that value in the supply chain and to enable you within your supply chain.

What we're talking about here is a lot of our customers, a lot of you here, have implemented serialization track and trace in many global markets. TraceLink supports over 15 global markets across 40 countries. Why do we support that? Because most of you, many of you, are operating in those countries, and you've asked us to support those capabilities there.

This gives you an idea of the footprint that's there. You're integrating with your CMOs and internal plants for serializing and packaging the products. You're integrating with your warehouses and your 3PLs for the distribution of the product.

If you marry those different touch points, let's say with Mint supply chain data as an example, and now you start to integrate this all together, there's some opportunities for value. We'll touch on a few of these. We talked about the EU Alerts.

Well, if you had the EU Alerts come in and you could automatically integrate this with what happened in serialized operations manager, or in my serialization system, did I actually serialize that product? Does all the data match? Does the batch number match? Does the serial number match? And so on. Does the expiration date match?

You could have a workflow for resolving that exception. Doing the queries, should it be out in the supply chain right now? Is it out in the supply chain? What's the status in my EU compliance? What's the status in serialization? What's the status in the NMVS?

Correlating all that data, bringing it together to help triage in disposition, is this a true alert? Or is there an error here, and how do I disposition that error? That's one example. There's other examples in precise return reconciliation.

If I get a return authorization request from my customer and I want to make sure that I am reimbursing for the correct price, well, I have the ability that I can query in serialization and then ask for this serialized product that the request is coming in.

If I, as part of the request, ask for the serial number, I can then look that up and determine against what PO was this sold, and then check if I'm leveraging Mint, or in my enterprise system, I can go look and say, what was the date that it was sold?

Did I actually sell it to this customer who's requesting the return? Because that's an important part too, and then what was the price that I sold it for?

Because then when you do make the decision if you're going to reimburse or credit them for that return, you're crediting them for the exact right price. Now because of the serialized data, you know exactly what you sold it for.

In the US, you have chargebacks processes. They're a nightmare to reconcile. There are a lot of challenges in reconciling the chargebacks. There are duplicate chargebacks come in. There are missing reverse or negative chargebacks that don't come in for return goods.

Here, if you take the serialization data, you take the chargeback, you take up the other supplementary supply chain data, your product activity data, your product sale data, your US counterparts for many of you sell product into the US, your US counterparts. This is the reconciliation process that they go through.

They go through to look for, is this credit that I'm going to be doing for this chargeback when the wholesale distributor sold to the pharmacy or the hospital at my contract negotiated price and now they need the credit for, in essence, the loss that they're floating because they paid more for it.

Am I reimbursing them for the right contract price for the right product sale without having some kind of error in that process? That reconciliation is complicated. When you integrate across all the serialization, the Mint data that comes through, there's a lot of optimization that you can do. I'll touch lightly on recalls.

Recalls, MAHs, we have a lot of MAHs here, but the recalls actually start with the downstream supply chain. We have capabilities that we enable the notification of the recall to the downstream supply chain, the ability for the downstream supply chain to do precise matching, like in the US with the US compliance data.

We can match against, did they receive that product and lot? How much of it did they receive? At what ship to location did they receive it at? They get notified what their impact from the recall is.

Now, think about automating that flow, and they get notified of that recall impact. Now they know exactly right away within moments of receiving the recall notification how they can communicate back up to you and start permissioning a data flow back up to the MAHs to say, this is my recall impact.

You could shrink a recall cycle from months to a year plus down to weeks. What impact is that for you if you had that ability to have that round trip flow? These are the examples that we're talking about when we're saying integrating your serialization track and trace data across all of your other supply chain data.

These are just a few select examples. There are so many more. This afternoon in the Agentic track that we're going to be doing track C, I'm going to be delving into these categories and more and unpacking these and the different capabilities that are enabled there, because there is so much value to be tapped.

All right. Our last piece, Agentic orchestration. There's digitalization, the Agentic orchestration capability, which you're going to hear our team talk about as part of Track C.

We are continuously evolving our capabilities in terms of our platform and our products to partner with you, to enable you to move into the future and try to move into it as seamlessly as possible with the capabilities and with the investments that you've made laying this really nice solid foundation that's now coming into place.

First, we'll give you our maturity model that we have in place. This first phase of the maturity model, a lot like ChatGPT, right? It's where you get information from the TraceLink platform. You can ask it questions. How do I configure a workflow for PO approval? It's like the online help, our Amadeus assistant that's on our website where you can get information.

That's Phase 1, very basic ChatGPT type experience. Phase 2 is where now your agents start to execute processes. Here, what we're doing is, you have actions are now dynamically loaded so that scripts can take actions on your behalf.

You may say something like generate an Opus purchase order report for Flumed because I want to send that to my CMO.

This is where, because we have that metadata model, because we've instrumented the platform with understanding what is a purchase order, because object. It's not just a transaction. It's a business object. It understands the APIs for how to ask Mint to go make me a purchase order.

Now you can say, "I'd like to do a purchase order for quantity X to the CMO of this product, and I'd like to receive it by this date." Boom, you can get a purchase order generated and sent on your behalf. That's an example of a use case where agents execute processes. Then we move on to agents doing a bit more.

You can have one or more agents working together to do things like predicting supply and demand risk. This is where the agents start to make predictions with machine learning available to them.

You could say, as an analyst, which materials are at high risk for being out of stock over the next six months, and how the agents operate over all that supply chain data to help you and give you that information.

The next is where agents graduate up a little bit, and they start to understand your business goals. This part about the business goals, you're going to hear a lot about that this afternoon in the Agentic track.

This is where your agents, because they understand your business goals, they can now start to make recommendations to you. An example here with your product planner is, I want to maximize my profitability on Flumed based on material availability, market demand, and a certain amount of inventory value.

By giving it criteria, by giving it your objectives and information around that, you can now, when your agents understand your business goals, they can then start to execute against your business goals and start furnishing you back those different recommendations.

Then last but not least, graduating up one more level, is agents prescribing and taking action. This is where they start doing more and executing more, always with oversight, but doing more and executing more was because they understand your business goals, not only can they recommend, like we do here, but now they can act on it.

For example, accepting the order, if we've got certain parameters that we've laid out under which we would auto approve, let's say, an inbound purchase order, allowing the agent to take actions like that, or at least come to you and say, I think we can recommend approving this purchase order. Here's why. Would you like me to? You say yes, and then now it's approved and it acts.

The foundation you're going to hear more about this afternoon, this is possible because we have intelligence on that metadata. We leverage the Opus metadata that gives us all the business context for everything that we need in terms of what are the business objects, how do they work together, how are they represented, how do we interact with them.

The metadata is then extended with reasoning artifacts. The reasoning artifacts basically give the knowledge of how to use these things, how to interact, how do these business processes work.

When this information gets fed in, now we have the ability to start taking action. The Opus brain is basically an abstraction layer for a bunch of specialized LLMs that help with the execution of this. Agent profiles are basically your virtual employees.

This is how you augment your team and augment your staff with agents as business users. They have roles. They have permissions. They have job descriptions.

This is where you define for your agents what are their intents? What are their objectives? What are the tasks that they perform? What are the decision-making capabilities? This gets defined in their profiles, all in a no-code way.

Then when you do that, your agents can now start acting as your virtual team to facilitate your capabilities. Your agent profiles could be shared across your company so that you can deploy them to different teams, and then you can also share them with other companies through the catalog.

Then our Agentic user interface is generated dynamically by the Opus brain. You're not talking about a ChatGPT interface here.  
It's this dynamically generated user experience that feels like it's part of your business process because it is part of your business process, and then walks you through, here's what happened today, here's what we need to do, here's the step that we're on, here's what I'm advising that we do next, and so on. A very business-integrated type of user experience.

The different use cases we're going to cover this afternoon, there's two sets. Operational use cases that allow us to do things like how do we optimize administration?

How do we take the many steps that it does to start to configure certain things and instrument this within TraceLink and make it really simple so that you can put agents to work creating my reports and dashboards, doing partner onboarding, user administration, and so on.

Doing those links, and simplifying some of the administration tasks. We talked already about these, the order cash procure to pay, the recall management, the supplier performance management, leveraging the agents for supply chain capabilities.

This is what we're going to unpack in detail this afternoon in Track C. Then lastly, how TraceLink helps you with all of this. We've got our deep life science expertise, and everything that we're doing is honed with not just general supply chain, pharma, life sciences supply chain, and how we enable the capabilities and how we do things within our regulated environment, our regulated context.

That's really important when we're thinking about introducing Agentic capabilities into supply chain. The network, that digital twin of every supply chain partner, of every TraceLink customer on the network, the business data that you interact with, that's all a critical foundational piece.

The no-code tools that allow the ability to easily configure and tailor and create things. Our end-to-end reports and dashboards today and with the Agentic capability. Our network success team, making sure everybody's onboarded and everybody's on the network, and there truly is one digital twin for everybody. The multimodal B2N integrate.

This makes end-to-end digitalization possible, and it truly possible with every supply chain partner in a very expedient and cost-effective way. Open partner ecosystem, our solution partners, deep, deep expertise in specific business contexts and business domains that you work in.

They're bringing a lot to the table in terms of helping you in generating solutions that you'll be seeing in our solution catalog. This helps us to scale immensely. That network user experience, especially with the Agentic capabilities.

Our end-to-end supply chain processes, again, critical for doing end-to-end Agentic orchestration.

Then the security and the reliability and the compliance, that matched up with its other corner apart with the supply chain expertise, again, is critical if we're really going to try to do Agentic capability in the life sciences industry, because that security, that reliability, that compliance needs to underlie that.

We're baking that in from the ground up as we're building in our Agentic capabilities so that this really can be possible and can be usable in our environment. Thank you very much. I hope I've given you a reasonable overview in terms of what you're going to be hearing about the rest of today and into the next couple of days as part of the FutureLink event. Thank you very much.

 

 

 

#####  FutureLink Barcelona 2025 Keynote: Agentic Orchestration of Your End-to-End Supply Chain 

##### [FutureLink Barcelona 2025 Keynote: Agentic Orchestration of Your End-to-End Supply Chain](#2289241280-3196819343-2)

**Shabbir Dahod**

**President & CEO**  
**TraceLink**

Thank you all for coming. I really feel thankful and blessed that all of you have come here and that we've been able to build such an amazing company, platform, network. But we really all built it together and it's just been a really incredible journey. And as I reflect back on all the different ups and downs, with compliance coming, going, coming, going. It's all done almost, right?

And what really excites me, and I really didn't think that I would be as excited as I am today as I was last year or when we first started the company, and I am actually more excited than ever. And it's because in my core, and most of you that know me know this, I'm a product technology person. And when you look at what is coming next and what is already here and what has been happening, it is, it is momentous. It is absolutely momentous that we are about to completely change how we live in society, how we work together, how we work within the organization. Our goal has always been to stay very, very focused on patients, the pharmaceutical industry, the supply chain.

And so what you'll see today is how we can together really build an amazing future. And that future is about this agentic future. It's about the future in which you know all our lives get enhanced. Our jobs will not get replaced, but our lives will get enhanced. It'll get enhanced because we will have a companion with us or multiple companions with us on our everyday journey.

And obviously you'll have them in your social lives, you'll have them in your other aspects. But in your work you will have a companion that will enable you and work with you and reason with you and actually be a huge asset to your success, to your company's success. And that that companion will have access to the information that it needs, will be able to work with the information across the full end-to-end supply chain, and will be able to then orchestrate with you. Again, not for you, with you to actually drive this future which will enable all of us to get more productive to deliver better products to patients, to make sure they're more on time, they're in full, you have the right level of inventory. So these are all the benefits that you're going to get in this new world in this new future, which is really upon us today.

And it's really upon us today to really determine how quickly and fast we want to move to this future. And if we don't move to the future fast enough, we will get left behind. We as a company get left behind. Our businesses will get left behind and it'll be very impactful ultimately because we all do and contribute a tremendous amount of value in the products that we provide. And so our mindset is a mindset in which there is this concept of this Turing trap where if you just rely on computers things actually become more brittle, more fragile.

And the world is talking about replacing humans and all of a sudden you don't need people to do your job, etc. We don't see that future. We're not subscribed to that future. We're subscribed to the future in which you work together with an agent like you work together with technology your whole lives and that agent is with you on this journey. And the agent is going to enable you to continue to automate, continue to reason.

Enabling you to operate at a higher and higher level, so that you yourself will become much more valuable to your company. And as you've learned throughout technology waves that have come and come and come and another one comes, is that it's those that ride those waves as individuals and as companies that actually succeed. And so I don't think that anyone should be fearful of the future. You should be embracing it because you yourselves will be the number one beneficiaries of that. Because you will be living a world in which agents will be working with you.

And we want to explain to you and unpack for you exactly how TraceLink can work with you and partner with you into this new future. So, it really starts first and foremost, with information. There is no agentic, there is no AI, there is nothing without information. And that information has to be end-to-end. It has to be comprehensive because the agentic world, the generative world feeds on information.

It grows with better information. It analyzes better and so it is no longer a nice to have, it's no longer a productivity benefit, it's no longer an optimization to have information. It's absolutely essential that you have end-to-end information across all your processes, both human processes as well as systems processes, and that information is the foundation, is the bedrock upon which you can maximize the value in the agentic future. And so what we've seen already in the world today is there is billions of dollars, some may even say hundreds of billions of dollars, maybe even $1 trillion spent, or about to be spent on AI. And it's been very clear.

I mean if you look at the statistics, it's absolutely clear. You've seen some statistics that 90% of the projects fail. They don't add value. And it always comes down to the same issue. They didn't have the right information.

For the projects that don't succeed, it is because what powers this transformation, what powers LLMs, what powers the actual reasoning and the capabilities is information. And it's real-time information because if you don't have information, what do you get? You get hallucinations. You actually get misdirected. You get the wrong suggestions.

And so you have to really focus in on that the number one foundation is this information. And it can't be trapped in emails, it can't be put in FTP folders somewhere, it can't be in APIs that no one can access. It has to be one in which that information is that bedrock. Because that information then feeds into the ability to create intelligence. So, what is intelligence?

Intelligence is about understanding the information, the metadata around the information. It means that I know what that actual customer record is. I know what that particular product code means. I know what the structure of that purchase order is. I know what exactly what that ASN is.

It's not a guess. It is completely understood. And I know how it relates to something else because if I don't know that, I can't really gain any intelligence. It's just data. And it shouldn't be painful to know that.

It should be something that should be intrinsic in your systems and your capabilities. And then based upon that intelligence that you get from the information, then you can get agentic. Because then you can say, "Oh I understand the way agentic works, I understand how all these things relate in a hyperdimensional world in which you have 128,000 different vectors that relate them." And it's based upon those relationships that you're then able to actually automate and get agentic and get reasoning. So, it all builds on itself, right? So, it's an incredible world that we're embarked on right now.

We can actually move from what computers started with, which is calculations, to where computers are today, which is reasoning. And then where computers will move into the future, which is actually intelligence. Intelligence that's with you all the time. And that's what drives all the value because I understand that information. I understand how it relates.

I understand how to get intelligence out of that. Then only do we actually get the business benefits. And if there's any gaps in any of this, it doesn't work. We all know that. How many of you have spent time with any sort of system with bad information?  
Then it just doesn't work. And you've observed that those companies that are at the leading edge of leveraging information and making information the bedrock of their success as a business. Those are the businesses that have constantly transformed. That have then moved into leadership positions. Those innovators.

If you even think back to the very beginning of commerce, those innovators that said, "Oh, you know, instead of me trying to sell this on my own, I'll open a general store." Because I can gather all the information about all the products out there. I can work with all the different tradesmen out there and be that source of information and the source of actually purchasing. Then it moved to, hey, I could put this information of where these particular vendors are, what they sell, etc., in the catalog, and that created another revolution. It was information that was at the bedrock of that. Then you move to, you know, Walmart and the super retailers.

They were able to aggregate a set of vendors and the backbone of that was information. Every day they scanned, they knew exactly what the shelf inventory was. They sent it back to their suppliers, and that information was valuable enough for them to get discounts. It was information that made Walmart. Information was the bedrock of success for Walmart.

If you look at even Amazon, it was information. They were a network of suppliers put on a digital platform that can now do in real time, inventory management, and shipments, and drop shipments. All of a sudden, drop shipments directly from the manufacturer through the retailer. Again, information was at the foundation of that success. So, it is no longer an option for us in this industry to think about whether or not we should digitalize.

It's an imperative. Otherwise we will all get left behind. Fortunately for all of us, we have been on a journey, albeit a forced journey, to integrate, to digitalize, to share information, in order to be able to track and trace products for patient safety. And it's been a wonderful journey and I think we've all done a tremendous job building a very large network across the industry. And we've all worked together to build this network in which we're exchanging information at a terabyte a month.

We have products that are serialized over 1.1 billion a month. We have over 70 billion products serialized in the database. We have this information. And so we are so far ahead of the rest of the world. This doesn't exist.

It exists in like maybe a cluster around a company, but doesn't exist industry wide anywhere else to the extent that it exists in this industry. So, we in the pharmaceutical industry have an opportunity that no other industry has. And we have a purpose that is greater than any other purpose. Our purpose is not to make cosmetics or bread or dresses. Our purpose is pharmaceuticals that save lives.

We have a purpose greater than anybody else to actually leverage this network, to leverage this foundation we've all built in order to drive the future. And we have innovation. And last year, we walked through and unpacked how we can scale up our ability to drive digitalization at a faster and faster rate because of the fact that we have a very unique and innovative architecture that allows everyone to integrate once into the network and interoperate with everybody else. And so based upon that we can digitalize all transactions. We can digitalize all processes.

And yes, could we take this to other industries? Sure. Are we going to? No. Why not?

This is the best industry to work in. This is the most valuable industry to work in. And we want to go deeper and deeper in this industry to drive more and more value. And we want to work with all of you to achieve that because we have the ability to integrate everybody, not just the top few, not just those companies that can spend $20 million on a digitalization project. Not just those companies that can even spend $10 million dollars. $5 million dollars.

We can digitalize companies that only want to spend $10,000. $20,000 dollars. A pharmacy that wants to spend less than $1000. We can do that. We can bring the whole industry together and we can let them operate however they want, whatever systems they want. We're not locking you into one ERP or one particular data lake or anything else like that.

We're saying you come as you are, you work as you want, and we'll make you all work together. So, there's no lock in. There's no need to say, "Oh, I have to pick this particular strategy because it's the only way I can get there." Everyone can work however they want and they can interoperate with each other. And that foundation is solid. This is not your fly by the night AI company that's coming in saying that, hey, I want to digitalize your supply chain or your processes.

We're built on a foundation that is GMP compliant. If you're going to have information, if you're going to have intelligence, if you're going to have agents, they better be on the right foundation. It better be on the industrial foundation. It better be on a foundation that can be part of living compliant. Your agents better have audit trails to them.

You better be able to review those decisions. It's got to have a very secure network and access layer. so that you can control access to information. You can control the decisions that are being made. And it has to be massively scalable. It has to have the ability to scale up and down to the workloads that are necessary in order for it to execute on an end-to-end basis.

Because we're talking about digitalizing the whole industry. And what you worked with us on is that you know all this is true of the foundation of the TraceLink technology base. We run multiple data centers simultaneously. Every transaction that comes in can go to any one of three data centers. If any one data center goes down, the other two are still running.

Every year we do disaster recovery to make sure that we can do that. Why? Because we're an essential service to the industry. Because if there's a hiccup in us, we all know it. Packaging lines get impacted.

Warehouse operations get impacted. Shipping doors get backed up. You can't receive. Trucks are backed up. So, that's the bedrock.

That's the foundation that we built to be highly available, highly scalable. Because if you're going to run and make decisions on a supply chain platform, it has to meet that bar. And that's a very high bar. Last year, when we rolled out MINT, it was really about how do we leverage the foundations we've built, the innovations that we have, the capabilities that we have. And we built a platform, OPUS, to enable us to digitalize all transactions on an end-to-end basis.

And it's been an amazing journey. Within a year, absolutely within a year, and I challenge any company in the world that's ever done any sort of B2B digitalization to match what we've done in a year. They probably couldn't even match it in five years, maybe not even 10 years. Just think about it. We have basically digitalized all transactions on the end-to-end basis.

Transportation, 3PLs, commerce. You name it, We've done it. And we didn't just do that, we also supported a whole number of different systems that we have to integrate into, and that's growing. So, it's not just about EDI. It's not just about X12.  
It's not just about Edifact. It's not just about whether it's IDocs or SAP HANA APIs or some sort of unique CSV. It's going into NetSuite APIs. It's going into ODOO. It's going into Rootstock.

Some of these ERPs you've not even heard of, right? It's about the ability for us to integrate into all of them. And not only do we do that already. We also provide user interfaces for everything out of the box. Every transaction has a user interface.

Every object is known so we can relate the purchase order to the ASN to the invoice. Sometimes people say, "Oh, you're an EDI replacement." Hell no. EDI is like, simple. That's like one little piece right there. We're everything.

We're everything you need to end-to-end digitalize your supply chain and we're already here. And we're already implementing. Don't think of us as EDI. EDI is a very small piece. It's that one thing right there.

It's every transaction, every UI. You don't have to go build a portal. It all comes out of the box, and as you know, at a very affordable price for everybody. And the customer base is growing at a very rapid rate. In my experience, in selling enterprise software, in selling B2B enterprise software, I have never seen this type of scale.

We tried to do this in 2009 and 2010. I think we got one or two customers, and George was one of them. And within a year, we've got over 80. And those 80 are now onboarding nearly 1000 partners. Nearly 1000 partners have been signed up to be onboarded.

This is all due to all of you. It's all your hard work that's really achieved this. And what's really impressive is the network effects, right? The value of all of these partners, customers is that, just the ones that we've already integrated and are live with, there are over 6700 companies that can already link in with somebody that's pre-integrated. That means that there's 6700 of you out there as companies that tomorrow can integrate and already have a partner on the network.

That's within a year. And this is only going to scale faster and faster because you've all lived it, right? You all lived it when this happened with track and trace. Once that ball gets rolling, it just goes faster and faster and faster and faster, because there's just so much virtuous value in all of this. There's so much virtuous value for everybody to be on a common network.

To be able to be more productive. To have the right real-time information. So, let's take a quick look at MINT in action. Year one of its birth.

**Video Narrator:**

**Let us take a look at how the TraceLink MINT multienterprise solution helps a company digitalize their end-to-end supply chain.**

**Imagine I'm the regional sales manager at Linkiva Pharma and I receive an unplanned purchase order of 10 pallets of PainX 500 products. Before I acknowledge this purchase order, I need to understand my inventory levels so that this does not impact my fulfillment of existing deliveries. To determine this, I visit my inventory dashboard. The inventory dashboard provides real-time visibility into the inventory levels of various products across CMO and 3PL warehouses. I first check the inventory at my 3PL warehouse and I find that the inventory is very close to the safety stock level of 100 pallets, Shipping out 10 pallets may jeopardize the fulfillment of planned deliveries, impact OTIF, and this may also lead to stockouts and penalties due to the failure to supply product.**

**I then check the inventory at my contract manufacturer's warehouse to find the quantity of product that is ready for shipment. I find that there is more than sufficient stock available at my contract manufacturer's warehouse. Shipping this stock to my 3PL warehouse would alleviate my concerns about stockouts and penalties. I then check to see what the average time is to ship PainX 500 products from my contract manufacturer to my 3PL warehouse. I find that on average it takes 22 days.**

**Now returning to my purchase order with a single click of the acknowledge button, I am presented with a draft of a pre-filled acknowledgement of the purchase order. I will review the acknowledgement, revise the delivery date, taking into consideration the average shipment time of 22 days, and submit the acknowledgement. For the first time ever, as a commercial and supply chain leader using MINT, I can orchestrate my end-to-end supply chain. Because of the visibility and opportunity to take action on real-time data, I can use the MINT solution to make informed decisions quickly and efficiently, preventing potential supply chain disruptions and stockouts while ensuring high service levels to my customers.**

**Shabbir Dahod:**

Just think about what you just saw. You saw the ability to exchange information in an Integrate-Once manner. And we do the onboarding. What you also saw was the ability to have that information be visually represented so that if your partner wants to view it, you want to view it, you can see it. So you have a collaborative view in which you can both share the view of what that purchase order is. You saw the ability to take that information that was exchanged over time between you and your partners and be able to do reports and dashboards as you like with it on real-time information.

What you also saw was the ability, if your partner doesn't actually have it, what we've learned is many systems don't have something like PO acknowledgement. So, if your partner wants to go into the UI, leverage it, and be able to respond and acknowledge that PO, they can do so. And you get that acknowledgment back into your systems however you want it. There is no system in the world that does all that for you out of the box for a single link that's at $600 a year. No such system exists except TraceLink.

All that wealth. And the reason why we can provide that wealth is because of our innovations, because of our cost model. It's not like we're losing money on it. We expect to gain more and more momentum and drive more and more value because if all of us work together, there's plenty of value for all of us in this ecosystem. You saw all of that in one demo and we're just getting started.

Because next, what I'd like to talk to you about is our next product, POET, which we just released. And it's been an incremental set of releases that we've made, but the major release just occurred. And we know that a supply chain is not just about transactions. It's about people that collaborate across multiple enterprises and today, it's a mess. Just like sending purchase orders is a mess, so is sending change control.

So is batch record review and approval. So is exception management. Because it's a nasty web that you have to weave in order to get any of those things done and resolved. And it has a material impact on your ability to be productive. And because of that, you're not using your time efficiently.

And so we built POET as a palette. A palette of all the things you could possibly do on OPUS. And that palette enables you to construct on a POET canvas your solution, your way. Partners will construct them, we'll construct them. They're in a catalog.

You can download them and use them. You can modify them. And you can have very rich objects. You can create any object you like with any structure. You can say, "I've got rich text, decimal number, dollar values.

I've got groups. I've got tables. I've got nested tables." However you want, whatever is the complexity of your information that you want to collaborate on, you can create with POET with drag and drop. And on top of that you also have items that are work items, right? Tasks, due dates.

Those are things we do all the time so you can create that the same way. You also collaborate on documents. POET has support natively for documents and collaborating on documents, and putting metadata, putting all these other metadata information about who it's from, when is it due, things like that. You can add that to the actual metadata of a document. And you can also create lists of items and work items and documents.

This set of constructs lets you paint whatever you want. And lets us paint all the different processes because it's such a variety of processes that people engage in and we need to digitalize those, too. Because we know the next level of productivity is digitalizing those because those people working together exchanging those are related to the transactions. The actual release of a batch is related to the actual PO line item. And you need to know and see the fact of where's my batch at from a quality approval perspective for that particular product.

So you need to relate them. And so when we built POET, we said, "Let's take that mess, create a common application in which you can create a variety of solutions that can let everyone collaborate together through a single pane of glass." So that you're all sharing the comments. If somebody goes away for a vacation, it's no big deal. You can see it. If you need to follow somebody because, hey, they're working on this batch record.

And I need to see when that's going to be done. I can follow it and I'll get notified on the updates, right? Important things, so you don't have to keep pinging people all the time. Where's that? Where's that?

Where's that? So, all those capabilities are there for you to collaborate with all your partners, collaborate with all your internal stakeholders to make sure that that teamwork is highly efficient, highly productive. And we're digitalizing all the information because when we put it in POET, when you use those objects, you've got the metadata. And now you can relate that with Reports & Dashboards, and later on you'll see that you can also use that information into intelligence that can be used agentically as well. So, let's take a quick look at POET.

**Video Narrator:**

**TraceLink's OPUS platform connects every partner and process, turning supply chain disruptions into coordinated actions. Together, MINT and POET form a continuous loop of data visibility, issue detection, and triage, automating problem solving directly between your trading partners. In this example, a supply planner logs into their weekly shipments dashboard and notices an alert. There is a delivery delay on the ASN against the requested date on the purchase order. The planner verifies that the ASN shipment date is later than the PO due date.**

**MINT has automatically flagged this mismatch and created a supplier incident in POET. John, an account manager at Alpenstock, receives an automated email about the incident. He logs into POET and confirms the delay was due to a schedule change. He also notes that they will be publishing a new ASN to meet the original delivery date. The planner is automatically notified of the update and sees that a new ASN has been received with the corrected shipment date.**

**They verify the change, close the incident, and watch the dashboard update instantly. No emails, no manual follow-ups. TraceLink simplifies the planner's day by automating issue detection, supplier communication, and resolution, turning manual exception handling into effortless collaboration.**

**Shabbir Dahod:**

So, just to recap on that, what do we see? We saw that there was a MINT transaction that noticed that something was going to be coming in late.

That triggered, automatically, an exception that was generated that both the supplier and internal team saw and could collaborate on. The notification of that incident went out by email to your supplier. The supplier could have chosen to just reply to that email and put that comment in or went to the UI to add that comment. That was then immediately communicated to everyone that's concerned because not just one person's concerned. Everyone's concerned about whether or not that shipment can arrive on time.

And now everyone can feel comfortable that that shipment is going to arrive on time because they were able to adjust their actual ship date. These are things that happen all the time. How long does it take you to chase all that down? Find the right person. Call them up.

Log a call, send an email, wait for a reply. Maybe the person is on vacation. Maybe something else is going on. And things don't arrive on time. And then you're not able to produce your products on time.

There's hundreds and thousands of these scenarios that need to get digitalized so that we can all collaborate and drive productivity for the whole industry forward. And that's what POET has the opportunity to do. And so what we envisioned and what we have built out is the ability to really define on an end-to-end basis all the different processes that are collaboration, multienterprise teamwork processes. And these are ones that we've defined. We've got partners here that are implementing a few.

We're implementing them. You can implement them. And we see this as a rich ecosystem that can continue to grow. There does not exist a multienterprise team collaboration tool out there. Yes, there's the Asanas of the world, etc.

Multienterprise, focused on supply chain, understands supply chain, understands those processes, is tuned and perfected for it. Because, unfortunately, it seems like supply chain is the last one to get digitalization. Marketing gets it, finance definitely gets it, right? And sales gets it. This is an opportunity for supply chain to actually get it.

This is your tool. This is not some tool that sales uses that you have to use. This is not some tool that marketing uses that you have to use. It's not some tool that finance imposes on you because for their budgets they want you to use it. This is your tool.

This is how you want to work, how you wanna design. It understands master data. It understands transactions, it integrates with all those things. So, this is your first time that you actually have a chance to have a team collaboration tool that's built for you. It's not built for somebody else that you have to use.

That's not the end. Now, the beauty is that you can now take all this information and through Reports & Dashboards, really integrate against all across all of them. Because the opportunity is that because we have the transactions digitalized, we're getting the processes digitalized. We have common UIs for all that, and we have the ability to interrelate all this information. Now you can have reports and dashboards with real-time information that integrates across all of these areas for you to now operate at a significantly higher level than you do today. So, let's take a look at this demo.

**Video Narrator:**

**Reports & Dashboards let you control your data to collaborate on high value issues like aligning PO quantities, viewing inventory, and accelerating decision making. We'll demonstrate this using two companies: ShieldPath, a contract manufacturing organization, and Linkiva, a marketing authorization holder. Let's log into both OPUS instances to show you how they can share dashboards and work on the same data set in real time. We'll start from ShieldPath's perspective.**

**ShieldPath wants to understand the number of purchase orders they've received both over time and by product quantity. Using OPUS with data sourced from MINT, they easily build a dashboard to visualize this. Here you can see ShieldPath's dashboard. The top graph shows the number of purchase orders received week by week, while the bottom chart shows those orders by product quantity. This view helps ShieldPath quickly identify demand patterns and order volumes across their customers.**

**Now, let's move over to Linkiva. Here under partner networks, we can see MINT for ShieldPath. This is the space where Linkiva can access all transactions, along with any reports and dashboards shared with them. And here's the same dashboard that ShieldPath has shared with Linkiva, displaying identical charts with data filtered specifically for Linkiva. Both companies are now operating from a single source of truth which allows them to collaborate and resolve issues on purchase order concerns, around quantities, and requested delivery dates by viewing the same information in real time.**

**If Linkiva wants more detail, they can simply click on any chart hyperlink to open the underlying report that powers it. This kind of transparency makes collaboration data driven, not assumption driven. By sharing dashboards directly inside the OPUS platform, both ShieldPath and Linkiva instantly eliminate the common friction points of collaboration. No more endless emails about issues, no more spreadsheets with stale data, and no more version confusion among teams. This gives them a single shared view, ensuring they are always aligned, faster and smarter together.**

**This is the power of TraceLink OPUS with MINT, transforming data sharing into true supply chain collaboration.**

**Shabbir Dahod:**

So, just to recap what you just saw, what you just saw was two partners that are working together. The owner of the TraceLink or the subscriber of the TraceLink OPUS platform application solutions has decided that, hey, I want to create some reports and dashboards, we provide them out of the box that you can add in, that I want to share with my partners. And they basically say, "These are the reports and dashboards that are important." What's the trend on POs, when they're approved, incidents that have occurred, batch record? You can design it however you like and have as many as you like.

And then they say, "Okay, this is the view I want to come into every day." And you can sort my partner, etc. And I can say, "Okay, this is the view I want to see every day across all my partners." Now, for free of charge, that particular partner, any one partner, when they log in and go in to that collaboration with you, can see those reports and dashboards that you built with just their data. So, just their POs, just their incidents, just their batch records they're working on with you. How many times do you have to figure out exactly what the status of each other. You probably use BI tools and all that to create scorecards and all that.  
This is real time. It's available. It's immediately available to everybody. And there's no coding involved. Everything's done no-code.

You can design the reports and dashboards however you like. You can have 100 partners. Every time the different partner logs in, they just see their data, their incidents, their purchase orders, their ASNs, their inventory levels, whatever is the information you want to share with them. To do that with any other system is probably years worth of work because you're coding it, you're building it from scratch. This comes out of the box, ready for you immediately.

Preconfigured. Now, we're building up. We're building up to the point where we've digitalized our core network, we've digitalized all the products moving on the core network that we've already done. We've digitalized all the transactions on your end-to-end supply chain, all available today. We've digitalized all the processes that you engage in through collaboration and teamwork on an end-to-end basis.

Now we're ready for agents. Now we're ready to really deploy expert agents. It is the most momentous time in the software industry in 50 years. Since the introduction of the microprocessor, there's nothing that's been so momentous as the introduction of GenAI. Because GenAI lets you progress what we used to do in punch cards.

You know, teletypes. You guys remember teletypes, right? It's kind of like ChatGPT right now. And then we kind of moved to PCs, then we move to smartphones. But now we have agents.

And agents are our new companion. Your phone's your companion, your laptop's your companion, the punch cards you threw away. But now you get to have your own agents. You get to have your own agents. But why should it be hard to have your own agents in your business world?

Because I think everybody in the organization should be able to create their own agents. And the world we envision is an organization in which every human may have people reporting to them, but also have agents reporting to them. You're their manager. They're not running amok on their own. You're their manager.

You own them, you control them, they report to you. And so as you look at your organization hierarchy, you have to really think about what are the agents that you need? What are the experts that you need to help you be more productive? Just like you may think about you know how many PCs do I need? How many servers do I need?

Well, how many agents do you need? And these agents operate on this industrial infrastructure, in this compliant infrastructure, in this regulatory infrastructure. The agents all have human managers. You review all their work, you approve their work. They have roles just like any other user.

So you can limit them and say, "Okay, you can only have access to this partner, to this particular application or solution, to this particular permission to either add, delete, view. You can describe OPUS agents just like any other user. You can give them the permissions and roles just like any other user. And everything they do is audit trailed, just like any other user. If they start making changes, etc., there's a history of them.

They're represented. Because we feel that it's very important that if you're going to have AI, if you're going to have agents, it's got to be under the regulatory compliant industrial infrastructure. Now, how do we accomplish this? We're a little contrarian, to be honest with you. What you'll see up there is small language models.

We're not looking to create artificial general intelligence. We're looking to create artificial expert intelligence. We want experts. We want every agent to be an expert. And that means that we have to combine metadata, which is information about the information so we know what the information is.

We've introduced into the OPUS platform meta reasoning. That means for every object, every operation, we have what we term as a reasoning artifact. That is really about what is the purpose of this information? What's the purpose of a purchase order? What's the purpose of an invoice?

What's the purpose of a partner? What's the purpose of a vendor? What's the purpose of this product? And you can have that purpose defined at any type level, any instance level so that the reasoning is part of the platform. And then we have optimized, we call fine tuned, small language models that we orchestrate across to make sure that it's fast and that it's accurate.

Because that's what's important. Right? You don't want hallucinations. You want accuracy and you want fast and you want richness of experience. And so it's the combination of this that is the real kind of breakthrough that we've had at TraceLink to say, "We can combine it in a very innovative manner and we don't need football fields full of servers." It's ridiculous.

We're gonna run out of power, We don't want to build another company that requires another billion dollars worth of infrastructure that we're all gonna be paying for and losing money on. We want to go the other way. We want to say, "No, let's create really fine-tuned, smart language models with smart agents that are experts." And I'm going to show you how we do that and we're going to actually demonstrate it for you. And those smart agents need the ability to access all the information. All that end-to-end information.

All the tools to go get that information to then reason about it. And so the agents need APIs and tools to access all the information that's in OPUS. Okay? And then the agents live on top of all this. They live on top of all this capability just like you do as humans.

And then they need the ability to be generative in that environment, which means that they need the ability to generate based on reason, the experiences, the analytics, the capabilities. And then that's how they develop the expertise is by continuously understanding the information that is available to them within your supply chain. And that means all the transactions, that means all the POET processes and everything else that that we have on the OPUS platform. So, how do we do it? Well, what we did was we said, "We're not creating agents for some other world.

We're creating agents for the supply chain." And we came up with this concept of what we term as a as a "meta prompt" which is really the ability to say, "Okay, every agent has an intent." And the intent is its purpose. You know, why am I here? What am I doing for you? Am I your supply manager? Am I a customer service rep?

Am I your relationship manager? And then it's got a set of objectives that says, "Okay, what are my objectives that I need to achieve for you?" And you can make that objective as narrow as you want because you know what? You don't have to provide healthcare for these agents. You can have a thousand of them, right? And so the beauty is that you can make them all like unique experts on this vial, on this material, on this process.

And you have the ability to say, "Focus on just vile inventory." And then you basically say, "Okay, in order to achieve that objective there's a set of decisions you have to make." So, what are the decisions I have to make? What are the rules? Isn't that how you guys think? Isn't it representative of how you think? I've got this particular objective.

I've got a set of tasks that I have to do in order to achieve those objectives. I execute those tasks based on a set of decisions I have to make. In order to make those decisions, there is a set of rules I follow. Wouldn't it be wonderful just to be able to express that in English and have an agent do that for you? Well, we're going to show you that.

The way it works is that what we did is we just, again, being engineers, our first, usage of agents was for ourselves, obviously, to build a solution. You saw that drag and drop. And we said, "Well, no more drag and drop. We want to say and see." You just say what you want and it creates the solution for you. So, we decided to create an agent and we said that there'll be an assistant agent, an Amadeus assistant.

And we'll say, "You know, we want you to be the super duper solution designer in the OPUS solution environment. And we want to be able to create a new solution without any coding, no vibe coding, no code generation, no coding, no code generated. And just set a task that I have to do. I have to specify the solution. I have to identify the roles.

I mean this is what you do when you create a solution if any of you have done that. You identify the roles. What are the business objects? What are the policies? And it's gonna be a POET solution.

And I just want to have the agent build that for me. And you've seen companies that have been vibe coding, etc., that go to 0-100 million that generate a ton of code that is hard to maintain. There's no code generator here. We just generate the straight-up solution. And the way we do it is that we define the agent's purpose.

And we say, "Okay, this is your purpose and this is exactly what we've written." This is what is in the creation of this Amadeus assistant. You basically say, "Here's a purpose. Here's a description with guardrails." Never delete solution assets, right? That's an important one. Any removal of a solution asset requires explicit user confirmation.

So you've got your guard rails. Just put them out in English. To find your outcomes, what do I want to create? Well, correctly structured business objects. I want tailored user interfaces.

That's all I have to say. I have to have the description of the guardrails. And this is creating this Amadeus assistant to create solutions. That's it. You define the outcomes, etc., and write it up in English.

Imagine you're doing a job description for a supply manager. This is what you would do. And here are the decisions that you have to make, the OPUS app to pick for the solution. The human must provide some requirements. The requirements should not exceed 200 megabytes.

Hopefully, that's good enough. The mock-up images should be ignored, right? So, just some basic guardrails to add in there. And there are metrics it will track on how well it's doing. So, let's see the OSE Amadeus Assistant inside the OPUS Solution Environment at work.

**Video Narrator:**

**In the OSE, the Solution Designer now sees the OPUS Assistant. Engaging the assistant opens its profile page with clear objectives and tasks. Engaging an objective brings up its homepage. Because a designer can manage multiple solutions called objective targets, the assistant also provides a view of all objective targets in one place. From here, they select an objective to create a new solution, which brings up the related tasks.**

**When you select a task, you simply provide your requirements directly to the assistant. Instantly, OPUS Brain analyzes what's needed and dynamically generates the perfect interface in response. And it doesn't stop there. OPUS Brain continues its work, translating requirements into detailed specifications for business objects, experiences, and roles, presented clearly for your review and approval. The brain even suggests a solution name and description.**

**You can tailor them to your vision or approve with a click and then watch OPUS generate your complete solution in moments. Next, the brain automatically creates business objects prebuilt with the right fields based on your specifications. And together with the assistant, you can refine them instantly. When it comes to designing user experiences, the brain goes even further, automatically creating network pages for your business objects. What once took drag-and-drop builders now happens seamlessly through intelligent automation.**

**The assistant completes the solution, assigning roles and setting policies automatically so every detail is captured. And throughout, you remain in control, navigating tasks, refining details, even switching context across solutions. Then when you're ready, the assistant releases a fully built solution ready for action. That's it. The brain has created the solution. Now your users can create change requests, view them, and edit them instantly.**

**Shabbir Dahod:**

That's pretty amazing. The team has done an amazing job, right? So, let's again break that down. What did you just see?  
That could have been a purchase order, that could have been a forecast, that could have been anything you want it to be because all you're doing is just defining the profile of that agent however you want it to be. And so when you're looking at it, let's start from the very beginning. That whole UI you saw was Agentic Pages. What does that mean? That means that the agent, when it's interacting with you, is actually on the fly generating the interaction, and it's not just text.

It's all the OPUS objects. It looks and it says, "Okay, you're asking me about this particular objective and it's this particular task." In order for me to accomplish this task, I need to provide you with this information. I need this information from you and it's not gonna be a bunch of two pages of text. I'm gonna give you a rich user interface because you don't deal with text, you deal with line items, inventory levels, that's what you deal with. You don't want to see that in text.

You want to see that in a rich UI like you're used to seeing. The agent automatically, generatively creates the right UI for you at that moment that's appropriate for you in that context. That is mind blowing. Think about that. Think about how much time you spend just trying to create a UI.

Then think about how much time you spend trying to create the appropriate UI for the moment. With agentic, it's more like a human. It's not this rigid, "Oh I've got to click that object to see this thing and search for that to then get to my information." It's like a human. It's like, "Oh, Caitlin, tell me about these purchase orders." And it's gonna tell you what you need to know at that time. It's not gonna come back to you and say, "Okay, click on purchase orders, sort by this, look for the ones that are late. It's going to tell you these are the five that are late.

Because that's what's important at that time. That's the power of generative. It is mind blowing. It's completely going to change how we work with computers and we're at the forefront of doing this. We are at the forefront of doing this.

Nobody else is in the industry. We can lead the industry with AI because of these capabilities. And so let's kind of break it apart. This whole page was completely generative. Nobody hand-designed this.

The agent built it. The agent built it on the fly and it said, "Okay, here's the entire page. I'm Amadeus. Here's my current metrics on how I'm doing. You can ask me anything if you want to talk to me.

You can drill deeper into my metrics." Those are the tasks I can do for you, the objectives I can do. These are the tasks I can work through. I can engage. Right? I don't have to type back and say, "Yeah, 50." I'm given a field like an input, the solution name, the description, because that's what I need.

I'm going to suggest things for you if you want. I'm gonna generate these reports and dashboards on the fly. You don't have to sit there and create query objects and drag and drop and create the report by hand. The agent's going to say, "At this moment, I think what you need to see is the POs delivered on time, because based on the objective that you're pursuing." This is the right report for you and it is on the fly making the queries, defining this chart and showing it to you. It's a rich interface.

It's not just text blurting back at you. And it's saying, "Okay, here's the decision flow I'm going through." Which POs to review, validate the PO acknowledgment, confirm the delivery time because this is the set of decisions I need to make in order to fill out a purchase order. So, it's following through the decisions you have to make. What are the key decisions you have to make when you have to fill out a purchase order? From whom?

By when? How much should I order? What should the price be? The set of decisions you go through, a set of rules you go through, the agent can run through that, present it to you, and then you can make those decisions, final decisions. But a lot of the leg work you go through, all the reports and the searching and all that, the agent can do for you.

It's part of its reasoning. And when we created that agent it wasn't like we created a bunch of code. This is the extent of it. We created the agent that could create solutions. We basically said, "Okay, here's your set of requirements." We created that agent and we gave it this input.

The input was, here's the requirements. We just fed it this document. And just like you would any other description of a solution, here's the business objects. Here's the use cases I want you to support for that solution that you saw. Here's the roles.  
I'm just describing it in English. And out came that solution. This is amazing. Think of what this can do for all our lives. Think of what this can do for our business.

And agents can constantly be listening. They're working 24/7. Right? They don't need snacks. Nothing else.

They're just constantly listening and say, "Oh, another purchase order came in, another ASN came in." If it's midnight, no no big deal. It reacts. It does what it needs to do. If you set it up to say, "Hey. if this seems to be less than what we ordered the person to notify is this person about that. Create this incident, do all that on the fly." It can do it.

Because it's operating in the OPUS environment, it's a very rich reasoning environment. So, you guys seem stunned. But this is the new world and we're just beginning. We're just beginning. It's mind blowing what we can do.

And so look, I think it's pretty clear that we have an opportunity with real-time data, with metadata, with meta reasoning, with no-code agent development, with this agentic interface, that we have an opportunity to completely transform our industry. Completely transform it. And transform your business. And it's going to be a major competitive advantage to you. Now the question is: How do you actually pursue this?

Because I know you're overwhelmed. And it seems like there's just so much to do and how do I get started? Where do I start? How do we move forward on this? Because you can't get all this done overnight.

Here is our approach to it. You basically first define your business objectives. What do you want to accomplish from a business perspective? And as business leaders you have to then say, "Okay, well what's my business outcomes that I'm seeking?" Is it about the cost of serving external manufacturing? Is it about growing revenue through new market expansion?

Is it about improving cash flow? Then you can look at all the different orchestrations. And you can identify and say, "Okay, which of these processes do I want to focus on? And how much digitalization do I want on that?" How much agentic capabilities do I want on that? What transactions?

What processes? What team? What multienterprise team processes? Where do I wanna use agents? What agent profiles do I need?

And then you can then map out and say, "Okay, that's my Phase 1 of my journey. Here's the Phase 2 of my journey. Here's the Phase 3 of my journey." And we can help you with this. We can help you through our Solution Consulting Team and our value engineers can define this for you. And we want to partner with you on it.

And we have partners here and they can partner with you on it, too. They can help you with the change management, help you with the integration with your systems, help you with any sort of implementation that you need to do, any sort of strategy consulting that you need. We can be a part of that because we understand the product and the technology and we can add value in there as well. So, let's work together to define these paths because from an IT perspective, we also have a significant journey. And based upon which areas that we focus on from an agentic orchestration perspective, then we can say, "Okay, how much do we digitalize?

Which ones do we orchestrate? Where do we use agentic?" And we can climb the IT ladder simultaneously based on the business objectives. And we can weave that path through. It's not like you have to wait for one big single ERP deployment to move to the next step. You can pick and choose how you want to grow, how you want to evolve.

Because this journey, it's unclear where the next focus should be, how deep you want to go. And you have to learn. You have to invest and you have to learn, you have to invest and you have to learn. And the faster you climb that, the more valuable you are to your business and your businesses in the industry. Because the value is very real.

The value is absolutely real. Because the efficiency gains that we've already identified based upon our value engineering work that we've done with our partners, we're already seeing just on basic digitalization, massive savings on team productivity on cycle time improvements on inventory reduction, on time in full. And if you look at any of the top tier consulting firms, 95% of life sciences roles could have an agentic AI teammate. That should be 100%, honestly. I think that's a little less than what it should be.

If you you're carrying a mobile phone, you should have an agent. It should be there for you. That's everybody. I think the prize is really big. And I think that, like I said earlier, those who are first to that prize will own their industry, will own their segment of the industry.

And we're going to continue to innovate. So, we are actually accelerating our innovation and we're adopting AI at a very rapid rate. As you know, we build everything for OPUS with OPUS. That means that our ability to continue to drive innovation and drive productivity is also going to get to the next level. We've measured a more than 10x improvement in our productivity in using OPUS ourselves to build all the solutions and applications on OPUS.

We are anticipating a more than 10x productivity as we start to use agentic capabilities in OPUS to build OPUS. So, we are anticipating that in 2026, we are actually going to go even faster than we did in 2025. And you saw all the productivity we got in 2025. It's there. It's real.

You can use it. So, our next major focus is: How do we enable the humans and agents to be smarter with the information they have and get more intelligence out of it? And that releases Tempo. Tempo is the ability to really create analytics databases. Because right now we're operating on operational databases and the agents are operating on operational databases.

But analytics databases need to be built that are specific to your purposes. And so within OPUS natively, with Tempo, you'll be able to build your specific analytics databases that will aggregate and integrate information across OPUS and even from outside OPUS into an analytics database that you can then leverage within OPUS for yourself to make better decisions. But also for the agents to tap into. And the agents can then tap into that analytics database to propose better decisions for you. So, that is something that we're going to release throughout 2026.

We're already working on it. We started to do the building of that. That will be a set of releases that will go on. I won't go through all the details. But by the end of 2026, this time next year, you'll see much smarter agents and hopefully much smarter humans with that as well.

The next level that we're going to do in 2026 is again, how do you integrate with everybody else? How do I integrate with other agents? How do I do it with other systems? There's a protocol out there called MCP, the Model Context Protocol, and what it does is it enables the OPUS Brain to be able to reach out directly to other systems and be able to access information in other systems in real time to help you with better information from other systems. And so that's also an investment we're making in 2026 so that for all the different end-to-end. orchestrations and all the different systems, because we don't obviously hold all the information.

But you want to have access to it. And the brain wants to have access to it. So we'll provide access to a secure mechanism through MCP. The inverse of that's also true. We work in an ecosystem.

We've got partners like Kinaxis and others, and they need access to us as well. And we want to create a rich environment for everybody. We don't see ourselves as the only company in the world that's going to be doing this. So we want to open up and through MCP, provide access to our brain, to our analytical capabilities, the partners can also use. Because we think that they will also be on this journey of agent-ifying and incorporating AI.

And we don't see a world where there's only one company, one system. I know others see that world. I don't see that world. Just like they see one AI that has super intelligence. We think experts, companies with their expertise, need to work with other companies with their expertise, and that they'll be building unique and smart agenda capabilities that we need to interoperate with.

Those are two major new initiatives in 2026 that we expect to deliver on. Obviously, there's many other things going on. Compliance in Indonesia, right? And continued compliance around the world. More and more MINT transactions have to go live.

Partners have to go live. POET processes have to be built, have to be used. So, we're going to continue to work with you in building up all of that. And we're going to, like we always do, work with you very openly. There are multiple sessions in which you can work with us.

There's a session on, I think, tomorrow afternoon, where you can help us to find some of these agents. Because it'd be great to sit down and say, "Okay, what should the purpose be? What should the task be? What should the decisions be? What should the rules be?" And we can work on that, and we can test that and make sure it works, because this is gonna be a joint project with partners, customers, all of us working together in order to build the most amazing supply chain in the world, for the most amazing patients.

That's the main purpose. Just never forget that. I never forget that. That's what keeps me going. Thank you all.

 

 

 

 

 

 

 

 
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