The discussion unpacked what it takes to scale AI responsibly, embed it into everyday government operations, and build the trust required for long-term impact:

Artificial Intelligence has dominated headlines this year, but for governments and public institutions, the question is no longer what AI can do, but how we make it work in practice and at scale.��

At SAP, we recently released our Value of AI Report with Oxford Economics, providing a checkpoint on where organisations stand today. Across Australian government and business, AI now supports about one in four tasks, a figure expected to exceed 40 percent within two years. Encouragingly, three-quarters of organisations anticipate a positive return on AI investment within one to three years.��

These findings highlight significant momentum, but also a challenge. Too many AI projects remain trapped in proof-of-concept stage. The real opportunity lies in moving from prototype to production, where innovation can scale, deliver measurable value and build public confidence.��

Three priorities for progress��

Three priorities will enable Australian government agencies to move AI from experimentation to enterprise-wide impact:��

1. Adopt embedded AI capabilities. By using applications that already contain AI, public sector organisations can deploy AI easily and scale rapidly.��

1. Build capability and confidence. Success depends on equipping the public service and its technology partners with the skills to implement, monitor and govern AI responsibly.��

1. Earn and maintain public trust. AI ethics policies are now widespread, but policy alone is not enough. Trust is earned when we demonstrate that those guidelines and guardrails are being put into practice.��

Adopt embedded AI capabilities��

Globally, we’re already seeing transformative outcomes being delivered with custom AI.��

In Germany, Hamburg’s Ministry of Finance uses machine learning to support processing of social benefit applications, saving 33,000 hours of manual review.��

In France, the city of Antibes uses AI to align budgets with the UN Sustainable Development Goals, making over 138,000 decisions with AI assistance, work that would be impossible for humans alone.��

But for enterprise AI deployments to become more widespread, organisations need to shift to adopting AI capabilities that are embedded in business applications. For governments, this means switching on the AI that already exists in enterprise applications for HR, finance, procurement and citizen services, rather than building custom AI solutions using technical platforms.��

Build capability and confidence��

As we move toward agentic AI – systems that operate autonomously – the need for transparency becomes even more important.��

We must ensure that AI augments, rather than replaces, human judgment. This means giving users visibility into the reasoning behind AI decisions. At SAP, our applications include AI Analysis that shows which data sources were accessed, what steps the AI took, and how recommendations were generated, giving humans the insight they need to make informed decisions.��

Building this kind of transparency into every AI scenario is critical for governments that must demonstrate accountability to citizens.��

Earn and maintain public trust��

At SAP, we assess every new AI scenario against our global AI Ethics Policy, which is aligned to UNESCO’s Recommendation on the Ethics of Artificial Intelligence.��

Several years ago, for example, we developed an “emotional AI” prototype capable of detecting human emotion through facial expression and tone of voice with 70 percent accuracy. Despite its potential, we chose not to productise it, determiningthat the risk of harmful or biased outcomes was too high.��

This experience demonstrates how the right kind of regulation can accelerate innovation. Clear guidelines and guardrails focus experimentation on use cases that genuinely improve people’s lives.��

Australian Research Alliance for Enterprise AI��

51����is an industry partner in a new Australian Research Alliance for Enterprise AI with the University of Queensland, QUT, UNSW, the University of Sydney, and the University of Melbourne. We’re exploring how AI agents can make enterprise systems more intuitive, responsive and productive across government and industry.��

AI’s potential for the public sector is immense, but to realise it, we must move beyond experimentation. By adopting embedded AI, investing in skills, and building public trust, we can shift from isolated prototypes to scalable impact and unlock a new era of productivity and confidence in digital government.��

For more information or to engage with the Australian Research Alliance for Enterprise AI: .

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SYDNEY,��Australia��–��6 Nov 2025����(NYSE: SAP)��announced that��Squadron��Energy,��a��fast growing��wholly Australian-owned renewable energy company��has been recognised for its outstanding digital transformation, winning the ERP Fast Growth category at the 51����Best Tech Awards 2025 on October 7.����

This��accolade celebrates Squadron Energy’s successful four-month deployment of 51����Public Cloud ERP, which��established��a��resilient��technology platform��positioning��the organisation for sustained growth in Australia’s evolving energy landscape. The new system enables Squadron Energy to scale operations, manage increasing transaction volumes, and streamline complex business processes, all while reducing manual workloads.����

“Our��new��technology platform,��featuring��51����S/4HANA Public Cloud, 51����Business Technology Platform (51����BTP), 51����Analytics Cloud, 51����Concur and Blackline Account Reconciliation,��has delivered��tangible��benefits��that supports��our mission to��accelerate and lead the��renewable energy��transition.”��said Tuan Tran, Senior Manager Enterprise IT, Squadron Energy.��“Highlights��include��reducing��month-end reconciliation time��by��70% and��removing��reliance on Procurement teams by empowering staff to raise and approve purchase orders independently via self-service functionality.”��

“Squadron Energy’s transformation to a single cloud ERP is a great example of how the cloud can unlock real-time decision making and enable rapid time to value,” said Gretta Svendsen, Executive General Manager – Corporate, 51����ANZ.��“By unifying finance, procurement and analytics on SAP’s public cloud, underpinned by 51����BTP��as a platform for innovation, Squadron has built a scalable digital foundation that supports operational rigor today and innovation,��including Business AI, �ٴdz��ǰ����Ƿ�.”

Todd Slatter,��APAC 51����Cloud ERP��Lead, Deloitte, who led the implementation��utilising��Deloitte’s 51����Qualified Partner Packaged Solution��said, “Squadron Energy’s results��demonstrate��the power of a packaged, purpose-built approach to cloud ERP for high-growth businesses. The��out-of-the-box solution��delivered measurable efficiencies while preserving flexibility for future innovation.”

With the ERP platform acting as a��catalyst for continued��innovation, Squadron Energy is��actively��collaborating with 51����and��its��partners to��accelerate the delivery of��advanced��features and functionality,��creating opportunities��to��leverage��AI for��intelligent automation and��next-generation��digital workflows��that��extend the platform’s value across the organisation.��

The 51����Best Tech Awards��recognise��high-growth businesses that lay robust digital foundations for scalable success, with judges seeking examples of technology-driven resilience, operational efficiency, and enduring achievement.��

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This was the strategic context that drove discussions during the recent executive roundtable dinner hosted by 51����in partnership with Connect Media. The roundtable convened industry leaders to explore the latest strategies, trends and digital innovations for driving growth and success for the next era of retail. Conversations were led by Ross Bark, Director – Digital, Enterprise Wide, with exclusive insights from Achim Schneider, Global Head of Retail Industry Business Unit, 51����and Elise Sharpley, Partner, Deloitte.

AI & The Future of Customer Experience

The discussion around AI has moved decisively beyond hype towards identifying pragmatic, high-value applications. According to research by Boston Consulting Group, 74% of companies have yet to show tangible value from their AI initiatives (1). This gap exists largely because investments often lack strategic focus. Businesses see the greatest return on investment when embedding AI into core customer engagement and operational functions. Data integrity, however, is an essential prerequisite. Before AI can be integrated effectively, leaders must address fragmented customer data silos across online, in-store, and partner channels. Addressing these gaps requires building a unified customer data platform, which serves as the foundational layer for all subsequent AI initiatives. With a unified platform in place, AI emerges as a powerful driver of commerce. The most promising applications include intelligent shopping assistants that provide relevant, real-time product advice and dynamic content creation that scales personalised marketing across numerous channels.

Maximising AI’s impact also requires embracing a culture of human-centric design. The goal is to augment human capability, not to replace it. By equipping frontline staff with rich, AI-driven customer insights, retailers enable staff to deliver superior, data-driven service. This approach positions AI as a key collaborative partner, enhancing efficiency while preserving the essential human touch that builds deeper customer loyalty.

Resilience & Risk: Diversifying the Retail Supply Chain

In an era of geopolitical volatility and disruptive regulatory changes, supply chain resilience has shifted from a tactical concern to a strategic imperative. This is a top concern for retail leaders today, as recent data from McKinsey has shown that 93% of businesses plan to increase their investment in supply chain resilience for the future (2).

The focus must be on diversifying sourcing strategies and moving from a purely cost- centric supplier evaluation to one that prioritises reliability, ethical alignment, and strategic partnership.

This involves a fundamental re-evaluation of supplier relationships. Leading retailers are increasingly willing to invest more for long-term resilience, which can include nearshoring or onshoring critical production, dual-sourcing key materials, and deepening collaboration with a core group of strategic partners. Technology plays a pivotal role in navigating this complexity. A modern, cloud-based supply chain management system provides the end-to-end visibility required to model the impact of potential disruptions, such as new tariffs, and pivot sourcing strategies rapidly. This capability to proactively manage risk, rather than simply react to it, is what separates resilient retailers from vulnerable ones. The supply chain is no longer a back-office function but a dynamic, competitive advantage.

Balancing Innovation & Integrity: Building Consumer Trust

Today’s consumers demand more than just products; they seek alignment with their core values. As younger generations who place a higher priority on corporate values gain economic influence, the expectations of businesses to be leaders of positive societal change will continue to intensify (3). Ethical transparency is no longer a niche concern, but a fundamental component for establishing brand trust and commercial integrity. Innovation pursued without consideration for ethical implications or environmental footprint is now a significant liability.

The challenge lies in moving from ESG as a marketing statement to embedding it into core business processes. This requires deep collaboration with suppliers to ensure alignment on standards for traceability, ethical labor practices, and carbon emissions. Technology is a key enabler, with platforms emerging that can track a product’s journey from raw material to end consumer, providing verifiable proof of claims. For retailers, this means making conscious choices about where not to apply technology if it compromises customer privacy or data security. Building a reputation for integrity is a long-term investment that often involves forgoing short-term gains for sustainable growth. A trusted brand, one that can demonstrate authentic commitment to its stated values, will command greater loyalty and resilience in a competitive market.

Conclusion: A Strategic Blueprint for Action

The journey to boundaryless retail demands strategic discipline across three interconnected imperatives:

1. Organisations must establish a trusted customer data foundation by dismantling internal silos- this is the essential prerequisite for consumer personalisation and seamless service delivery.
2. Leaders must also architect an agile operating model through core modernisation, creating the flexibility to adapt supply chains and embrace innovation.
3. Success is contingent on a pragmatic technology roadmap where targeted AI investments deliver measurable value, governed by frameworks that strengthen consumer trust and advance ESG commitments.

By mastering this balance, leaders can move beyond transactions to unlock more resilient, trusted, intelligent retail enterprises of tomorrow.

Endnotes

1. Boston Consulting Group, “” October 24, 2024.
2. TradeVerifyd, “Supply Chain Statistics” September 6, 2025.
3. Deloitte, “Buying into Better: The Future of the Consumer Industry” 2024.

The post Grow Without Boundaries: The Future of Retail appeared first on 51����Australia & New Zealand News Center.

The consensus emerged: the secret to modernising government operations lies in small, incremental innovations.

During an engaging session led by 51����experts, participants delved into the idea of incremental innovation, involving improvements to existing services, products, processes, or methodologies. This approach offers an economical, manageable, and lower-risk strategy to boost service quality, without dramatically destabilising current systems.

The conversation also highlighted key hurdles stymieing innovation and explored potential strategies to jumpstart innovation within the public service space. Intriguingly, issues like technical debt, limited availability of skilled resources, policy constraints, inadequate technical prowess, insufficient budget, and employee reluctancy to change were identified as common impediments.

The discussion illuminated the potential of cloud-based service models as a means to circumnavigate these hurdles. The shift to like 51����facilitates a cycle of ongoing improvement through incremental innovation. Customers grappling with updates due to intricate customisations or high perceived costs stand to gain substantially from this transition.

Once operations are on the cloud, the system can be constantly upgraded, fostering an environment conducive to consistent innovation. This model ensures swift adaptability in the face of policy shifts, unanticipated crisis situations like the COVID-19 pandemic, or rapidly evolving trends.

The focus turned next to the potential of analytics and to boost operational efficiency within systems. While such advancements could radically alter engagements between an organisation and its personnel or customers, the leaders recognised the associated data security risk, emphasising the pressing need for firm safeguard measures.

Still, the benefits are compelling. The session culminated with an inspiring case study from Hamburg, Germany. Here, a centralised was established in just three weeks, enabling the rapid disbursement of 2.5 billion Euros in COVID-19 Cultural Aid – thereby saving between 13,000 and 33,000 hours of manual processing annually!

In summary, technology upgrades or cloud transition shouldn’t be viewed as end goals but as catalysts for continuous, incremental innovation. Such change management strategies should be the north star for government organisations aiming to deliver higher quality and value in public services. With AI and cloud-based service models, this attainable transformation could soon be a reality.

Three key insights from this insightful forum: Transition mindsets to align business with the IT model, empower IT to achieve more via automation, and embrace systems like cloud ERP and . These steps help ensure an unwavering commitment to progressive change, utilising technology to amplify efficiencies and stimulate innovation in public service delivery.

For more information and other trends in ERP as a path to iterate capability uplift and innovation please read further here.

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Navigating Challenges of Start-Up Mining

One dominant theme was the challenges faced by startup miners and service companies.

Foremost amongst these hurdles is the lengthy and convoluted approval process overcome by a lack of understanding amongst government officials. The need for enhanced education and an overhaul of the approval system was strongly emphasised. Labor market issues and insufficient expertise on junior boards also emerged as significant concerns.

It was pointed out that China’s processing capabilities outstrip Australia’s, largely due to being more adept at navigating bureaucratic hurdles. Collaboration, coordination, and taking a holistic approach to processing were, therefore, advocated as crucial strategies for Australia’s mining sector.

Key issues highlighted included difficulties in attracting the necessary talent, managing the investment sequence for expansion, and contending with commodity price cycles. The panellists underscored the importance of investing in knowledge building and engaging trainers in fostering a skilled workforce.

The event also brought forth an interesting comparison between the approaches of South American countries and Australia in the realm of rare earth minerals. Participants noted the agility, hard work, and willingness to embrace new technologies as key factors fuelling South America’s lead in this space.

The Changing Role of CFOs

One of the most striking aspects of the discourse was the continually evolving role of CFOs, particularly in light of digitisation and the growing focus on sustainable projects. Finance leaders were encouraged to prioritise digital strategy, integrate technology, and introduce carbon accounting.

The CFO’s role essentially needs to be both proactive and strategic, harnessing technology to meet not only contemporary challenges but also pre-empt future trends, including regulatory shifts and the necessity for certified mineral sources.

Spotlight on Artificial Intelligence

is certainly a new buzzword – but how much of a role we see it playing was an interesting discussion. In some sense Mining companies have been using AI in operations for some time, using advanced algorithms to optimise plants and even go as far as automating truck fleets etc.. So in the operational space AI will just evolve to become more of an evolution on what they are doing. In other areas of the business however the opportunity for AI is still largely under explored. Some ideas however were discussed like using AI to help advance recruiting and writing more effective job descriptions as an example. Automating back office roles was also seen as beneficial especially if that gave some additional advantage to M&A or growth opportunities.

In conclusion, as Australia navigates its way through the race to a sustainable future, hard work, innovative thought, efficiency, and long-term planning emerged as key touchstones from the discourse at the ENR Exec Connect Lunch. By addressing these themes, Australia’s mining sector can reclaim its position of leadership in the global market.

For more information on how to grow your business and make decisions fast please .

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However, there is another looming risk to global financial systems that did not make the headlines. The risk of climate change is so critical that the US Treasury lists it as one of ��in their strategic four-year plan, alongside topics such as ensuring national security.

How Financial Stability Relates to ESG Disclosure

The impact of climate change is indeed considered a financial security risk globally, and there is a narrowing window for action. In the US alone, the total cost of climate-related����since 1980 exceeded USD 2,5 trillion. On the flipside, low carbon technologies present a tremendous��economic opportunity, and governments are scrambling to ensure an orderly transition. However, up to $100 trillion of assets revolving around fossil fuels is����to be at risk, due to disruptive technologies and shifting government policies.

Environmental, social and governance (ESG) disclosure on a corporate level is a critical component of effective risk management. That is why regulators around the globe are implementing new rules requiring companies to disclose sustainability risks, in line with existing requirements for other risks.

Shifting Towards International Standards

A big shift is needed, before investors will be able to compare companies using not just finance, but also sustainability criteria. In June 2023, the first two����were released by the International Sustainability Standards Board’s (ISSB). It means that Sustainability data must be reported with the same scrutiny as Finance data. ��The standards build on existing frameworks such as SASB (Sustainability Accounting Standards Board), GRI (Global Reporting Initiative), and the Task Force on Climate-related Financial Disclosures (TCFD).

Both the EU and US indicated that they would align with ISSB. Several other countries also indicated that they may adopt these standards, including��,��, and the UK.

Controversy Surrounding New Regulations

The US Securities and Exchange Commission () proposed a controversial new regulation in 2022. It will require publicly traded companies to disclose how their operations affect the environment. It is encouraging firms to disclose more detailed information about their climate strategies, to increase transparency.

The����provides a structured frame of reference and a common understanding of economic activities that contributes to environmental goals, such as climate change mitigation or circular economy objectives. It is linked to the EU’s revised����under the Corporate Social Responsibility Disclosure (CSRD), effective from 2023.

The EU is currently leading the way with the concept of��. This means considering both the impact of the outside world on a company, as well as a company’s impact on the outside world. It is rooted in the view that the world beyond finance can be material, and therefore worth disclosing.

What it Means for Australia & New Zealand

Maintaining investor confidence is crucial for smaller countries and Australia & New Zealand are not isolated from global economic stability trends. New Zealand passed a world first regulation in 2021, with reporting requirements from 2023. Their new Climate-related Disclosure () requires listed companies, insurers, banks and investment managers to report on how they will be affected by climate change.

Sustainability-related disclosures is also a hot topic Downunder, with Australia’s Securities and Investment Commission (ASIC) urging businesses to��. Voluntary disclosure using TCFD is recommended, and mandatory disclosure will likely be aligned with the international standards from ISSB.

The Outlook for Business Leaders

Regulators need to protect investors from greenwashing and create financial security to facilitate an orderly transition, while shifting investments to where they are most needed. We can expect to see continued expansion and refinement of regulatory reporting requirements over time. Companies who do not act on addressing current and future environmental concerns, could face challenges to get access capital or suffer reputational damage.

Digital reporting practices and assurances are stipulated from the outset in some of the new regulations. The biggest obstacles are data availability, quality, and fulfilling new levels of audit scrutiny. More granular and meaningful data is needed at critical points in operations to make decisions and steer a business towards KPI targets.

Some of the new rules also mandate reporting on scope 3 emissions, which is beyond the boundaries of a single corporation. Voluntary standards are currently lacking, as it uses estimates. A significant shift is expected in this area, with groundwork being done by the World Business Council for Sustainable Development (WBCSD)��.

On How to Get Started

Leaders are acutely aware of the need for scalable technology solutions. They ask two essential questions: ‘How can we leverage what we already have’ and ‘how can we keep up with change’?�� By leveraging sustainability solutions that are fully embedded into ERP solutions, like SAP, additional workloads are minimized. Not only does this produce audit-ready data, but it also allows data-driven, fact-based decisions.

To find out more, visit sap.com��

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“Our vision for energy has evolved with the needs and preferences of our customers. We are committed to delivering on our ambition to achieve net-zero emissions by 2050, while supporting Australia’s decarbonisation efforts,” said Russell Dawson, general manager of commercial finance at Jemena. “We are taking a multi-pronged approach. This includes supporting our customers to install solar panels on their properties across our electricity network in Victoria. Across our gas network, we’re exploring renewable gases with a series of pilot projects producing green hydrogen and biomethane.”

Operating $12.4 billion of assets in eastern and northern Australia, Jemena distributes electricity to more than 370,000 customers in Victoria and gas to 1.5 million customers across Sydney and parts of regional New South Wales. The company also operates gas pipelines that serve industrial customers and exports. Dawson shared his thoughts on the dynamically changing energy industry during the����in Basel.

How to carefully plan for the energy transition

Right in the middle of the energy supply chain, Jemena owns the physical infrastructure that transports energy from where it is generated to Australian homes and businesses.

“Our role is to make sure people have reliable and safe energy today, while taking steps to prepare for the energy system of the future, delivering customer choice and system reliability” said Dawson.

Of course, infrastructure transformation doesn’t happen overnight and needs to be carefully planned.

“At Jemena we talk about the concept of do-ability, which reflects the opportunities and limitations inherent in the decarbonisation challenge,” said Dawson. “As we compete on a global scale for access to resources and labour for achieving net-zero goals, we’re keeping all options on the table. For example, if we were to decarbonise our gas and electricity networks simultaneously, we would save time and money while delivering system optionality and reliability. Underpinning this transition is technology, and we’re really excited about the evolving role technology will play in the energy transition.”

Technology supports strategic sustainable business

Like most companies across the energy industry, Jemena is counting on cloud-based technology to help integrate and analyse relevant data that will support the company in navigating the energy transition. Capturing real-time data to meet sustainability reporting mandates is another important consideration. Whether it’s financial, supply chain, or other information from the energy value chain, utility leaders need to understand the import of the data, gaining insights so they can make better decisions.

“We’re excited about����because it will be transformational in driving our business forward with greater efficiencies, helping us meet our sustainability objectives, while ensuring our supply chain meets community and other stakeholder expectations,” said Dawson. “We expect that automation will take on repetitive tasks and provide predictive analysis and forecasting, freeing people up to make faster decisions and execute on strategies that will drive the business forward. Strategic decision-makers are the catalysts of change.”

Digitalisation attracts top talent

Advanced technologies are just as important to Jemena’s ability to attract young talent. Meeting the expectations of the post-pandemic workforce translates to systems that keep employees engaged in a vibrant and creative environment.

“People entering the workforce are much more tech-savvy than previous generations,” said Dawson. “We can use technology to make our employees’ jobs easier and keep them engaged. Integrated data makes it easier to get insights from the valuable information we have, and collaborative systems bring people together for a shared cultural experience. ”

It’s all well and good to set ambitious net-zero goals, but navigating the energy transition will require greater coordination and integration between all parts of Jemena’s business. The innovators are pressing forward with a business model evolution unlike anything we’ve ever seen before.

This article originally appeared in Forbes Brand Voice

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I recently attended the Institute of Public Administration Australia (IPAA) National Conference, where I sat on a panel discussing how to build resilience globally, institutionally, and locally.

We heard from a range of experts including members of industry, the non-profit sector, and the public sector. But what stood out was the importance of listening and understanding our stakeholders.

Building resilience requires an understanding of those we are trying to help. They could be countries in the South Pacific, communities impacted by natural disasters, our employees, or even customers seeking to diversify their supply chains in the face of an uncertain geo-political environment.

Nurturing that understanding, and using it to create solutions, requires technology. For example:

• Technology can help organisations hear the voice of the customer across multiple domains.

Take the case of state government response during natural disasters, where Qualtrics was used so citizens only have to tell their stories once rather than going through the trauma of repeating it multiple times.

• Tech can also help understand supply chains by discovering new suppliers.

During the early days of the COVID-19 pandemic, 51����platforms helped match a supplier to a construction company seeking beds for an emergency hospital it was building in New York City in just 30 minutes.

• Make better decisions and forecasts by using data.

For example, we have seen our technology used by the Japanese government to better respond to natural disasters by generating insights and predictions from vast and varied sources of data across various government bodies, and even industries.

• Energy resilience will be delivered through the diversification of supply.

As the pace of decarbonisation increases, new export markets are being created for green energy with hydrogen as the medium. But supply chains require the assurance their sources are low carbon, sustainable, and don’t get substituted along the supply chain – which can be ascertained with blockchain-based solutions like those provided by 51����GreenToken.

It excites me to see a future where digital can support not just sustainability but also resilience across and between national economies. I look forward to coming back next year to hear more from Australian businesses and governments and share how 51����can help in building more resilient organisations and societies.

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ANSTO, one of the largest public research organisations nationwide, plays a crucial role in the development of radiopharmaceuticals to improve the detection and diagnosis of disease, supplying radioisotopes and radiotracers for research and application.����

The implementation of 51����IBP in December 2021 enabled ANSTO to digitise its manufacturing supply chain management system, enabling teams to access reliable insights in real-time to support better decision making. A consequence is that ANSTO can better manage its multiple reciprocal agreements to supply radiopharmaceuticals and more accurately plan the distribution of nuclear reactions and products with radioactive half-life. This is particularly important to patients in regional areas who need to travel long distances for medical treatment and rely on realistic forecasting and reliable plans to access ANSTO’s range of 1,215 products.��

After just six months, ANSTO identified more than $1million in projected savings due to improvements in product allocation and import scheduling, saw a 25 per cent reduction in rough cut planning time, and uncovered a potential $500,000 opportunity to increase sales revenue. Its customer NPS score also increased.����

“ANSTO has an incredibly complex supply chain, with multiple reciprocal agreements and over a thousand products – many with differing radioactive lifespans – to consider. By implementing 51����IBP, ANSTO now has access to reliable and real-time data that enables better decision making so that its customers can receive timely medical diagnoses and treatment,” said Damien Bueno, President and Managing Director, 51����Australia and New Zealand.������

51����IBP solution gives ANSTO the ability to formalise and systematise its rolling 24 months forecast, which is crucial given the organisation’s mandate to supply radiopharmaceuticals even during shutdown periods. Not only does this visibility help ANSTO to improve forecasting and scenario planning to maintain reliability of supply during disruptions, peak production periods and maintenance times, but it also supports a more transparent and reliable relationship with both customers and government. Another important benefit of systemising the process is the reinforcement around the cultural aspect, specifically driving behavior and discipline to follow the process.����

“As a statutory body of The Australian Government, data integrity, transparency and governance are critical to ANSTO. By improving visibility and confidence in our data, 51����IBP provides a reliable single source of truth for our 24 months rolling forecast. This will help us to transform our organisation, plan for the future and deliver savings to the taxpayer, while also boosting customer satisfaction, and enabling more Australians access to nuclear medicine” said Fernando Collazo, Senior Manager, Integrated Business Management (IBP), ANSTO.����

“A reliable source of data at the right time, reduces the need for validation and empowers the right decision making. If you think about all the time that previously went into manual data entry and cross-checking, that represents a lot of time and money that can now be invested back into nuclear research or delivering life-saving medical diagnostics and treatments.”��

The success of the 51����IBP implementation has paved the way for 51����S/4HANA upgrade, which is planned to commence in 2024.����

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What is e-invoicing?
Mike started off the conversation to explain that is a digital exchange of invoice information between suppliers and buyers. It is done electronically, and it is not the same as sending attachments or PDF-based invoices. It is in a structured format. The purpose of e-invoicing is to provide a level playing field for everybody that plays in the supply chain, within the invoicing process. This includes small and large organisations.

Swapnil added that it’s not restricted to any particular type of organisation, it’s across the entire business landscape. It’s just a direct exchange of invoice related information between a supplier system and buyer system. And because of that, it helps enable quite a lot of automation and eventually, faster payments.

Swapnil suggested that the benefits of invoice automation include faster payments and improved cash flow, as well as increased efficiency and reduced administrative costs. It is not restricted to any particular type of organisation, and can be used across the entire business landscape.

Where to Start with e-invoicing?
Mike added that e-invoicing is an by talking to your and registering on the e-invoicing platform. You will then be able to send and receive invoices electronically.

Swapnil added that after you’ve confirmed that your accounting system is e-invoicing enabled, the next step is to register with a platform and start sending and receiving invoices electronically. This process is simple and straightforward, and most platforms offer helpful tutorials and guides.

What is e-invoicing week?
Swapnil explained the main purpose of which is on this week in Australia, is to create awareness of e-invoicing within the Australian business community, with the intent of encouraging Australian businesses to adopt e-invoicing. This will be facilitated by a number of events and communications being released through various channels, with the Australian Tax Office (ATO) playing a leading role.

E-invoicing has been shown to have a number of benefits for businesses, including reducing administrative costs, improving cash flow and increasing efficiency. As such, there is a growing demand for e-invoicing in Australia and businesses that adopt it early stand to reap the greatest rewards.

Comparing e-invoicing to the traditional invoicing methods
Swapnil explained that paper-based invoices involve the supplier issuing an invoice and printing it out to put in an envelope and send through snail mail. On the receiver’s side, they will have to receive it and address it to a particular contact. E-invoicing is a more efficient way of exchanging invoice data between suppliers, accounting financial management systems and buyers’ accounting financial management systems. It is faster, more secure and can be processed and paid faster.

Mike added that from a macro perspective, it is estimated that over a 10-year period, $2.8 billion is lost in productivity due to the manual processing of invoices. This is a significant amount of money that could be put back into the economy if this process were automated. Research and surveys show that small businesses can save $40,000 a year by making the switch to electronic invoicing. Other benefits include increased sustainability and faster payment times.

Costs of moving to e-invoicing
Mike added that the biggest cost for small businesses when implementing or e-invoicing is change management – getting customers and suppliers on board with the new system. The technology needed to support this framework is already built into many software packages, so the cost is mainly in terms of time and resources needed to implement the change.

Swapnil mentioned that from a cost perspective, it depends on the business needs. Some businesses may need to use a premium e-invoicing service, while others may be able to use a built-in e-invoicing service within their accounting software. The price of an e-invoicing service can vary depending on the provider and the features offered.

Changing the Way Business is Done in the Future
On the topic of how e-invoicing will impact businesses, Swapnil explained that e-invoicing will become much simpler with the advent of routed networks. Suppliers will no longer have to find out where they have to send an invoice, but instead the invoice will be automatically sent through to the intended recipient. This will save time and hassle for both suppliers and businesses.

The supplier experience would be greatly improved with the invoicing and invoice response functionality built into it. They would not only be able to send the invoice directly from their accounting software, but they can also see the status of the invoice within that system itself. This would provide a one-stop shop for the supplier, making it easier and more efficient for them to send invoices and check on the status.

Closing Thoughts
Swapnil explained that e-invoicing is a no brainer for businesses, as it is more efficient and can lead to faster payments. The New South Wales government acknowledges that some small businesses may not have accounting software, but encourages them to try out e-invoicing to experience its benefits.

The Supplier Hub Invoice portal is a service that allows suppliers to New South Wales government agencies to enter invoices. In the backend, these invoices are received as e-invoices. The will offer productivity benefits of $28 billion over the next 10 years.

To listen to the full conversation you can access the podcast recording via, or .

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