init commit

app.py

@@ -0,0 +1,93 @@
+import re
+from pathlib import Path
+from typing import Literal
+
+import streamlit as st
+import os
+from streamlit_pdf_viewer import pdf_viewer
+
+st.set_page_config(layout="wide")
+
+# Define the paths to your PDF and Markdown folders
+repo_folder = Path(__file__).resolve().parent
+pdf_folder = repo_folder / "pdfs"
+
+pdf_pages = {
+    "2023-conocophillips-aim-presentation-1-7.pdf": 7,
+    "deloitte-tech-risk-sector-banking.pdf": 2,
+    "dttl-tax-technology-report-2023.pdf": 17,
+    "gx-iif-open-data.pdf": 32,
+    "life-sciences-smart-manufacturing-services-peak-matrix-assessment-2023.pdf": 15,
+    "XC9500_CPLD_Family-1-4.pdf": 4
+}
+
+pdfs_files = os.listdir(str(pdf_folder))
+
+
+def read_markdown_file(
+        markdown_dir: Path,
+        pdf_filename: str,
+        method: Literal["docling", "llamaparse", "marker-pdf", "pymupdf"],
+) -> list[str]:
+    match method:
+        case "docling" | "llamaparse":
+            md_path = markdown_dir / pdf_filename.replace(".pdf", ".md")
+            md_content = md_path.read_text()
+            md_content_pages = md_content.split("\n---\n")
+        case "marker-pdf":
+            md_path = markdown_dir / pdf_filename.replace(".pdf", "") / pdf_filename.replace(".pdf", ".md")
+            md_content = md_path.read_text()
+            pattern = r"\n\{\d+\}-+\s\n*"
+            md_content_pages = re.split(pattern, md_content)
+        case "gemini":
+            md_path = markdown_dir / pdf_filename.replace(".pdf", ".md")
+            md_content = md_path.read_text()
+            pattern = r"--- end page \d+"
+            md_content_pages = re.split(pattern, md_content)
+            if not md_content_pages[-1].strip():
+                md_content_pages.pop()
+        case "pymupdf":
+            md_path = markdown_dir / pdf_filename.replace(".pdf", ".md")
+            md_content = md_path.read_text()
+            md_content_pages = md_content.split("\n-----\n")
+            if not md_content_pages[-1].strip():
+                md_content_pages.pop()
+        case _:
+            raise NotImplementedError(f"Method {method} not implemented")
+    return md_content_pages
+
+@st.cache_data
+def read_pdf_file(pdf_path: Path) -> bytes:
+    return pdf_path.read_bytes()
+
+
+st.title("PDF and Markdown Viewer")
+
+method = st.selectbox("Choose method", options=["docling", "llamaparse", "marker-pdf", "pymupdf", "gemini"])
+markdown_folder = repo_folder / f"{method}-folder" / "md"
+filename = st.selectbox("Choose filename", options=pdfs_files)
+num_pages_file = pdf_pages[filename]
+page = st.selectbox("Choose page", options=list(range(1, num_pages_file + 1)))
+pdf_content = read_pdf_file(pdf_folder / filename)
+md_content_pages = read_markdown_file(
+    pdf_filename=filename,
+    markdown_dir=markdown_folder,
+    method=method,
+)
+
+if len(md_content_pages) != num_pages_file:
+    st.warning(f"Number of markdown pages {len(md_content_pages)} does not match the number of pdf pages {num_pages_file}")
+
+if filename:
+    col1, col2 = st.columns(2)
+
+    with col1:
+        st.subheader("PDF Viewer")
+        pdf_viewer(pdf_content, width="90%", pages_to_render=[page])
+
+    with col2:
+        st.subheader("Markdown Content")
+        st.markdown(md_content_pages[page - 1])
+        st.divider()
+        st.subheader("Raw text Content")
+        st.text(md_content_pages[page - 1])

docling-folder/md/2023-conocophillips-aim-presentation-1-7.md

@@ -0,0 +1,128 @@
+<!-- image -->
+
+2023 Analyst &amp; Investor Meeting
+---
+## Today's Agenda
+
+Opening
+
+Ryan Lance Chairman and CEO
+
+Strategy and Portfolio
+
+Dominic Macklon EVP Strategy Sustainability and Technology
+
+Alaska and International
+
+Andy 0'Brien SVP Global Operations
+
+LNG and Commercial
+
+Bill Bullock EVP and CFO
+
+Lower 48
+
+Nick Olds EVP Lower 48
+
+Financial Plan
+
+Bill Bullock EVP and CFO
+
+Closing
+
+Ryan Lance Chairman and CEO
+
+10-Minute Break
+
+Q&amp;A Session
+
+<!-- image -->
+---
+## Cautionary Statement
+
+This presentation provides management's current operational plan for ConocoPhillips over roughly the next decade; for the assets currently in our portfolio; and is subject to multiple assumptions; including; unless otherwise specifically noted:
+
+- an oil price of $65/BBL Brent in 2022 dollars, escalating at 2.25% annually;
+- an oil of $60/BBL West Texas Intermediate in 2022 dollars; escalating at 2.25% annually; price
+- a gas price of $3.75/MMBTU Henry Hub in 2022 dollars, escalating at 2.25% annually;
+- cost and capital escalation in line with price escalation; planning case at $60/BBL WTI assumes capital de-escalation from levels observed in 2022;
+- an international gas price of $8/MMBTU Title Transfer Facility &amp; Japan Korea Marker in 2022 dollars; escalating at 2.25% annually;
+- all production compound annual growth rates (CAGR) are calculated for the 10-year period 2023 2032;
+- Cost of Supply displayed in WTI, includes carbon tax where carbon policy exists and a proxy carbon price for assets without existing carbon policies. Please refer to the Cost of Supply definition in the Appendix for additional information on how carbon costs are included in the Cost of Supply calculation:
+- inclusion of carbon tax in the cash flow forecasts for assets where a tax is currently assessed. If no carbon tax exists for the asset; it is not included in the cash flow forecasts;
+
+As a result; this presentation contains forward-looking statements as defined under the federal securities laws. Forward-looking statements relate to future events, plans and anticipated results of operations; business strategies; and other aspects of our operations or operating results. Graphics that project into a future date constitute forward-looking statements. Also; words and phrases such as "anticipate' "estimate; "believe; "budget; 'continue;" "could, "intend, "may; 'plan; "potential;" "predict;" "seek;' 'should;' "will, 'would, 'expect;' 'objective; 'projection;" "forecast;" "goal;" "guidance;' "outlook; "effort;" "target" and other similar words can be used to identify forward-looking statements. However, the absence of these words does not mean that the statements are not forward-looking:
+
+Where, in any forward-looking statement; the company expresses an expectation or belief as to future results, such expectation or belief is based on management's faith plans and objectives under the assumptions set forth above (unless noted otherwise) and believed to be reasonable as of April 12, 2023, the date of this presentation: These statements are not guarantees of future performance and involve certain risks and uncertainties and are subject to change as management is continually assessing factors beyond our control that may or may not be currently known: Given the foregoing and the extended time horizon of this presentation; actual outcomes and results will differ from what is expressed or forecast in the forward-looking statements; and such differences may be material. Factors that could cause actual results or events to differ materially from what is presented include changes in commodity prices, including prolonged decline in these prices relative to historical or future expected levels; and regional changes in the demand; supply, from a public health crisis or from the imposition or of crude oil production quotas or other actions that might be imposed by OPEC and other producing countries and the resulting company or third-party actions in response to such changes; insufficient liquidity or other factors; such as those listed herein; that could impact our ability to repurchase shares and declare and pay dividends such that we suspend our share repurchase program and reduce; suspend, or totally eliminate dividend payments in the future; whether variable or exploratory activities; unexpected cost increases; inflationary pressures or technical difficulties in constructing, maintaining or modifying company facilities; legislative and regulatory initiatives addressing global climate change or other environmental concerns; public health crises, including pandemics (such as COVID-19) and epidemics and any impacts or related company or government policies or actions; investment in and development of competing or alternative energy sources; potential failures or delays in delivering on our current or future low-carbon strategy; including our inability to develop new technologies; disruptions or interruptions impacting the transportation for our oil and gas production; international monetary conditions and exchange rate fluctuations; changes in international trade relationships or governmental policies; including the imposition of price caps or the imposition of trade restrictions or tariffs on any materials or products (such as aluminum and steel) used in the operation of our business; including any sanctions imposed as a result of any ongoing military conflict; including the conflict between Russia and Ukraine; our ability to collect payments when due; including our ability to collect payments from the government of Venezuela or PDVSA; our ability to complete any announced or any future dispositions or acquisitions on time; if at all; the possibility that regulatory approvals for any announced or any future dispositions or acquisitions will not be received on a timely basis, if at all; or that such approvals require modification to the terms of the transactions or our remaining business; business disruptions following any announced or future dispositions or acquisitions; including the diversion of management time and attention; the ability to deploy net proceeds our announced or any future dispositions in the manner and timeframe we of competition and consolidation in the oil and gas industry; limited access to capital or insurance or significantly higher cost of capital or insurance related to illiquidity or uncertainty in the domestic or international financial markets or investor sentiment; general domestic and international economic and political conditions or developments; including as a result of any ongoing conflict; including the conflict between Russia and Ukraine; changes in fiscal regime or tax; environmental and other laws applicable to our business; and disruptions resulting from accidents; extraordinary weather events; civil unrest; political events; war, terrorism; cybersecurity threats or information technology failures; constraints or disruptions; and other economic; business; competitive and/or regulatory factors affecting our business generally as set forth in our with the Securities and Exchange Commission: Unless legally required; ConocoPhillips expressly disclaims any obligation to update any forward-looking statements; whether as a result of new information; future events or otherwise: We assume no duty to update these statements as of any future date and neither future distribution of this material nor the continued availability of this material in archive form on our website should be deemed to constitute an update or re-affirmation of these figures as of any future date future update of these figures will be provided only through a public disclosure indicating that fact. good likely global lifting may from military filings Any
+
+Use of Non-GAAP Financial Information This presentation includes non-GAAP financial measures; which help facilitate comparison of company operating performance across periods and with peer companies. historical non-GAAP measures included herein will be comparable GAAP financial measures because the information needed to reconcile these measures is dependent on future events; many of which are outside management's control as described above: Additionally, estimating such GAAP measures and providing a meaningful reconciliation consistent with our accounting policies for future periods is extremely difficult and requires a level of precision that is unavailable for these future periods and cannot be accomplished without unreasonable effort. Forward looking non-GAAP measures are estimated consistent with the relevant definitions and assumptions. Any
+
+Cautionary Note to U.S. Investors The SEC permits oil and gas companies; in their with the SEC, to disclose only proved; probable and possible reserves. We use terms and metrics such as "resource" or "Estimated Ultimate Recovery (EUR)" in this presentation that we are prohibited from using in filings with the SEC under the SEC's guidelines. U.S. investors are urged to consider closely the oil and gas disclosures in our Form 10-K and other reports and filings with the SEC. Copies are available from the SEC and from the ConocoPhillips website: filings
+
+<!-- image -->
+---
+<!-- image -->
+
+## Opening
+
+Ryan Lance Chairman and CEO
+---
+## ConocoPhillips Remains the Must-Own E&amp;P Company
+
+<!-- image -->
+
+## What You'll Hear Today
+
+We are committed to delivering superior returns on and of capital through the cycles
+
+We have a deep; durable and diverse portfolio
+
+We are progressing our 2050 Net-Zero ambition and accelerating our 2030 GHG emissions intensity reduction target
+
+<!-- image -->
+---
+## We Are Committed to Our Returns-Focused Value Proposition
+
+## Triple Mandate Aligned to Business Realities
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+Clear and Consistent Priorities
+
+Sustain production and pay dividend
+
+2 Annual dividend growth
+
+3 'A-rated balance sheet
+
+4 &gt;309 of CFO shareholder payout
+
+5
+
+Disciplined investment to enhance returns
+---
+## We Are Continuously Improving
+
+<!-- image -->
+
+|                                     | 2016 $43/BBL WTI   | 2019 $S7/BBL WTI   | 2022 $94/BBL WTI   | Foundational Principles                |
+|-------------------------------------|--------------------|--------------------|--------------------|----------------------------------------|
+| Return on Capital Employed          | -4%                | 109                | 27%                | Peer-Leading Distributions and Returns |
+| Return of Capitall                  | $1.11/share        | $4.45/share        | $11.73/share       | Peer-Leading Distributions and Returns |
+| Net Debt                            |                    | $7B                | $7B                | = Balance Sheet Strength               |
+| Cash From Operations Free Cash Flow | $SB $OB            | $12B $SB           | $29B $18B          | Disciplined Investments                |
+| Resource $4O/BBL WTI                | 10 BBOE            | ~15 BBOE           | ~ 20 BBOE          | Disciplined Investments                |
+| Production                          | 1.6 MMBOED         | 1.3 MMBOED         | 1.7 MMBOED         | Disciplined Investments                |
+| Emissions Intensity? (kg CO2e/BOE)  | ~39                | ~36                | ~22                | ESG Excellence                         |
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->

docling-folder/md/XC9500_CPLD_Family-1-4.md

@@ -0,0 +1,123 @@
+## - PRODUCT OBSOLETE / UNDER OBSOLESCENCE -
+
+k
+
+0
+
+<!-- image -->
+
+DS063 (v6.0) May 17, 2013
+
+## Features
+
+- GLYPH&lt;129&gt; High-performance
+- -5 ns pin-to-pin logic delays on all pins
+- -f CNT  to 125 MHz
+- GLYPH&lt;129&gt; Large density range
+- -36 to 288 macrocells with 800 to 6,400 usable gates
+- GLYPH&lt;129&gt; 5V in-system programmable
+- -Endurance of 10,000 program/erase cycles
+- -Program/erase over full commercial voltage and temperature range
+- GLYPH&lt;129&gt; Enhanced pin-locking architecture
+- GLYPH&lt;129&gt; Flexible 36V18 Function Block
+- -90 product terms drive any or all of 18 macrocells within Function Block
+- -Global and product term clocks, output enables, set and reset signals
+- -Extensive IEEE Std 1149.1 boundary-scan (JTAG) support
+- -Programmable power reduction mode in each macrocell
+- -Slew rate control on individual outputs
+- -User programmable ground pin capability
+- -Extended pattern security features for design protection
+- -High-drive 24 mA outputs
+- -3.3V or 5V I/O capability
+
+Table  1: XC9500 Device Family
+
+|                     |   XC9536 | XC9572   | XC95108   | XC95144   | XC95216   | XC95288   |
+|---------------------|----------|----------|-----------|-----------|-----------|-----------|
+| Macrocells          |     36   | 72       | 108       | 144       | 216       | 288       |
+| Usable Gates        |    800   | 1,600    | 2,400     | 3,200     | 4,800     | 6,400     |
+| Registers           |     36   | 72       | 108       | 144       | 216       | 288       |
+| T PD  (ns)          |      5   | 7.5      | 7.5       | 7.5       | 10        | 15        |
+| T SU  (ns)          |      3.5 | 4.5      | 4.5       | 4.5       | 6.0       | 8.0       |
+| T CO  (ns)          |      4   | 4.5      | 4.5       | 4.5       | 6.0       | 8.0       |
+| f CNT  (MHz) (1)    |    100   | 125      | 125       | 125       | 111.1     | 92.2      |
+| f SYSTEM  (MHz) (2) |    100   | 83.3     | 83.3      | 83.3      | 66.7      | 56.6      |
+
+- 1. f CNT  = Operating frequency for 16-bit counters.
+- 2. f SYSTEM  = Internal operating frequency for general purpose system designs spanning multiple FBs.
+
+## XC9500 In-System Programmable CPLD Family
+
+## Product Specification
+
+- -Advanced CMOS 5V FastFLASH™ technology
+- -Supports parallel programming of multiple XC9500 devices
+
+## Family Overview
+
+The  XC9500  CPLD  family  provides  advanced  in-system programming  and  test  capabilities  for  high  performance, general purpose logic integration. All devices are in-system programmable  for  a  minimum  of  10,000  program/erase cycles. Extensive IEEE 1149.1 (JTAG) boundary-scan support is also included on all family members.
+
+As shown in Table 1, logic density of the XC9500 devices ranges from 800 to over 6,400 usable gates with 36 to 288 registers, respectively. Multiple package options and associated I/O capacity are shown in Table 2. The XC9500 family  is  fully  pin-compatible  allowing  easy  design  migration across multiple density options in a given package footprint.
+
+The  XC9500  architectural  features  address  the  requirements of in-system programmability. Enhanced pin-locking capability avoids costly board rework. An expanded JTAG instruction set allows version control of programming patterns  and  in-system  debugging.  In-system  programming throughout the full device operating range and a minimum of 10,000 program/erase cycles provide worry-free reconfigurations and system field upgrades.
+
+Advanced system features include output slew rate control and user-programmable ground pins to help reduce system noise. I/Os may be configured for 3.3V or 5V operation. All outputs provide 24 mA drive.
+
+0
+
+0
+---
+## - PRODUCT OBSOLETE / UNDER OBSOLESCENCE -
+
+## XC9500 In-System Programmable CPLD Family
+
+<!-- image -->
+
+Table  2: Available Packages and Device I/O Pins (not including dedicated JTAG pins)
+
+|              | XC9536   | XC9572   | XC95108   | XC95144   | XC95216   | XC95288   |
+|--------------|----------|----------|-----------|-----------|-----------|-----------|
+| 44-Pin VQFP  | 34       | -        | -         | -         | -         | -         |
+| 44-Pin PLCC  | 34       | 34       | -         | -         | -         | -         |
+| 48-Pin CSP   | 34       | -        | -         | -         | -         | -         |
+| 84-Pin PLCC  | -        | 69       | 69        | -         | -         | -         |
+| 100-Pin TQFP | -        | 72       | 81        | 81        | -         | -         |
+| 100-Pin PQFP | -        | 72       | 81        | 81        | -         | -         |
+| 160-Pin PQFP | -        | -        | 108       | 133       | 133       | -         |
+| 208-Pin HQFP | -        | -        | -         | -         | 166       | 168       |
+| 352-Pin BGA  | -        | -        | -         | -         | 166 (2)   | 192       |
+
+            - 1. Most packages available in Pb-Free option. See individual data sheets for more details.
+            - 2. 352-pin BGA package is being discontinued for the XC95216. See XCN07010 for details.
+
+## Architecture Description
+
+Each XC9500 device is a subsystem consisting of multiple Function Blocks (FBs) and I/O Blocks (IOBs) fully interconnected  by  the  Fast CONNECT™  switch  matrix.  The  IOB provides buffering for device inputs and outputs. Each FB provides programmable logic capability with 36 inputs and
+
+18 outputs. The Fast CONNECT switch matrix connects all FB outputs and input signals to the FB inputs. For each FB, 12  to  18  outputs  (depending  on  package  pin-count)  and associated output enable signals drive directly to the IOBs. See Figure 1.
+---
+<!-- image -->
+
+Figure 1: XC9500 Architecture
+
+<!-- image -->
+
+Note: Function block outputs (indicated by the bold lines) drive the I/O blocks directly.
+
+## Function Block
+
+Each Function Block, as shown in Figure 2, is comprised of 18 independent macrocells, each capable of implementing a combinatorial or registered function. The FB also receives global clock, output enable, and set/reset signals. The FB generates 18 outputs that drive the Fast CONNECT switch matrix.  These  18  outputs  and  their  corresponding  output enable signals also drive the IOB.
+
+Logic within the FB is implemented using a sum-of-products representation. Thirty-six inputs provide 72 true and complement signals into the programmable AND-array to form
+
+90 product terms. Any number of these product terms, up to the 90 available, can be allocated to each macrocell by the product term allocator.
+
+Each FB (except for the XC9536) supports local feedback paths that allow any number of FB outputs to drive into its own  programmable  AND-array  without  going  outside  the FB. These paths are used for creating very fast counters and state machines where all state registers are within the same FB.
+---
+## - PRODUCT OBSOLETE / UNDER OBSOLESCENCE -
+
+<!-- image -->
+
+Figure 2: XC9500 Function Block
+
+<!-- image -->

docling-folder/md/deloitte-tech-risk-sector-banking.md

@@ -0,0 +1,104 @@
+<!-- image -->
+
+## Pushing through undercurrents
+
+## Technology's impact on systemic risk: A look at banking
+
+As more financial institutions embrace digital innovation, risks emerge that could threaten the stability of the financial system. Some of these risks originate from a single sector. Either way, they could proliferate and become systemic without appropriate management.
+
+To understand what these technology-driven risks look like, the World Economic Forum (the Forum) and Deloitte consulted over 100 financial services and technology experts in the development of a new report, Pushing through undercurrents. This group shared more specific perspectives on the forces behind technology-driven systemic risk in the banking sector. Here's a summary of what we learned. You can learn more in the full report
+
+from the Forum, and the executive summary from Deloitte.
+
+<!-- image -->
+
+/public\_building\_pos
+
+## Risk 1: Risk exposure from Banking as a Service offerings
+
+## What could go wrong?
+
+Banking as a service (BaaS) increasingly relies on application programming interfaces, introducing vulnerabilities that can pose risks for banks. The risk is growing because:
+
+- Customers' sensitive data and funds may be at risk from phishing and social engineering attacks ·
+- Flawed APIs might provide a back door for hackers to penetrate banks' systems ·
+- Noncompliance with data privacy rules by BaaS providers might expose partner banks to reputational risks ·
+
+This risk could become systemic if, for example, a malicious actor launches a distributed denial-of-service attack on a BaaS provider, keeping customers from accessing their accounts or making transactions.
+
+H
+
+| What sectoral and regional  forces could amplify the risk?                           | ow can the industry mitigate it?                           | ow can the industry mitigate it?                                                           |
+|--------------------------------------------------------------------------------------|------------------------------------------------------------|--------------------------------------------------------------------------------------------|
+| A complex BaaS technology  · stack   Limited redundancy measures ·                   | trong security for   plat forms and API  connectivity      | Use input validation protocols ·  Apl y network segmentation and  · ccess control measures |
+| enabling attackers to upload  malicious code into a bank's  systems through its APIs | Properly vetted BaS  rtners                                | Improve due diligence on BaS  · roviders                                                   |
+| enabling attackers to upload  malicious code into a bank's  systems through its APIs | nstitutional knowledge  transfer from banks to BaS  rtners | Help BaaS and other fintech providers  · get better at risk management and  compliance     |
+
+S
+
+B
+
+a
+
+S
+
+p
+
+a
+
+p
+
+I
+
+p
+
+a
+
+a
+---
+<!-- image -->
+
+## Risk 2: Inadequate stability mechanisms for stablecoin arrangements /error\_pos
+
+## What could go wrong?
+
+Stablecoins mimic fiat currencies but without the backing of a central bank, heightening the probability of a run. The risk is growing because:
+
+    - Governance and regulatory gaps could perpetuate illicit activities that might threaten the integrity of the broader · financial system
+    - The novel technologies used for minting and managing stablecoins are exposed to security risks ·
+    - The absence of a stability mechanism like deposit insurance increases the risk of a run ·
+
+This risk could become systemic if, for example, a significant stablecoin issuer fails to promptly honor large customer withdrawal requests, touching off a run and eventually collapsing the stablecoin arrangement.
+
+H
+
+| What sectoral and regional                                                                                                                                                   | ow can the industry mitigate it?                         | ow can the industry mitigate it?                                                                    |
+|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------|-----------------------------------------------------------------------------------------------------|
+| forces could amplify the risk?                                                                                                                                               | Goal                                                     | Mitigation opportunities                                                                            |
+| A less mature regulatory  · environment   Stringent capital controls, which  · may encourage individuals in  those jurisdictions to park their  assets in global stablecoins | tandardization and oversight  of stablecoin arrangements | Requirement for anti-money laundering  · and 'know your customer' processes  for stablecoin issuers |
+| Unsecure systems and poorly  · managed internal processes                                                                                                                    | nvestor and customer  protection                         | Offer insurance coverage for stablecoin  · tokens  Enforce responsible marketing rules  ·           |
+|                                                                                                                                                                              | Transparency of capital  reserves                        | Periodically audit and stress-test  · stablecoin issuers' reserve assets                            |
+
+I
+
+To learn more about technology's impact on systemic risk in banking, including examples, please see pages 60-7 of the full report
+
+## Neal Baumann
+
+Financial Services Industry leader Deloitte Global [email protected]
+
+## Rob Galaski
+
+Vice-Chair and Managing Partner Deloitte Canada [email protected]
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the 'Deloitte organization'). DTTL ( also referred to as 'Deloitte Global') and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately 415,000 people worldwide make an impact that matters at www.deloitte.com.
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited ('DTTL'), its global network of member firms or their related entities (collectively, the 'Deloitte organization') is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication. DTTL and each of its member firms, and their related entities, are legally separate and independent entities.
+
+.
+
+## Contacts
+
+S

docling-folder/md/dttl-tax-technology-report-2023.md

@@ -0,0 +1,311 @@
+<!-- image -->
+
+Tax in a data-driven world More regulations, more data, more technology
+---
+<!-- image -->
+
+## Data and new regulations drive tax transformation
+
+<!-- image -->
+
+Immediate access to reliable, accurate, and fit-for-purpose tax data is essential to be able to meet complex tax obligations, real-time reporting requirements, and increasing expectations of tax transparency. Recent developments such as the OECD's Pillar Two rules, requiring large multinational enterprises to pay a minimum 'global tax,' the introduction of CESOP (Central Electronic System of Payment information) and ViDA rules (VAT in a Digital Age) in the EU, e-reporting, and e-invoicing are all examples of initiatives which are increasing the compliance requirements for companies and having a significant impact on tax strategies and operations. Advances in the way technology is used to identify, transform, and manage tax-related data should be an essential component of a business's response.
+
+<!-- image -->
+
+Pillar Two is at the forefront of our mind. We are still quantifying any additional liability and establishing any impact on our Effective Tax Rate. Naturally, there is a huge compliance and systems requirement to accommodate Pillar Two.
+
+## Gemma Beck
+
+Head of Tax,
+
+Haleon Plc
+
+<!-- image -->
+
+Challenges such as version control, manual data collection, or getting the right format and level of data can delay accurate reporting and insights-insights from data being something the respondents to Deloitte's Tax Transformation Trends 2023 research highlighted as of high importance. The impact of these regulatory and digitalization changes can vary across companies based on their size, region, or industry. Yet, the overall trend has been toward growing workloads and increased complexity.
+---
+In addition, many tax authorities are collecting and sharing more detailed data about taxes and are requesting direct access to large companies' tax-related data. The digitalization of tax authorities elevates the need for reliable and automated tax models, and generating the right data, in the right format, at the right time. Automating data input, validation, and cleansing can save time and reduce risk, but is also key to enabling the access tax administrations increasingly require.
+
+All this at a time when businesses are starting to explore the role and benefits of Generative AI, and having to evaluate how trustworthy this technology is, the risks associated with data privacy, as well as the consequences for their employees.
+
+Technology can also facilitate greater visibility into tax data across the enterprise, which can provide insights that can generate value for the business when making strategic decisions. In short, tax departments increasingly need technology to help them pivot from task completion and cost control toward being able to extract outcome-oriented business insights from compliance activities through analytics.
+
+Yet, when Deloitte asked 300 tax and finance professionals what progress they had made in implementing tax transformation strategies, 24% stated they intended to implement an ERP system customized for tax issues in the next 12 months (Figure 1). Only 37% of respondents said their tax department had fully implemented the use of tools to monitor relevant developments in tax laws around the world . Similarly, many respondents reported that their tax department had not yet fully implemented the data management and technology applications required by these changesintroduction of tax data management solutions and/or having tax professionals in the company's data management team (38%), and integrated processes (32%).
+
+Figure 1. Progress made in implementing tax transformation strategies
+
+<!-- image -->
+
+Implementing tax technology, or customizing existing ERP systems, requires identifying the appropriate issues to customize the system for, involving the right stakeholders internally, obtaining budget when there are competing demands, and devising a robust schedule of maintenance.
+
+T
+---
+Figure 2. Challenges for the tax department over the next three to five years
+
+<!-- image -->
+
+## 1.  Customizing technology for global compliance
+
+<!-- image -->
+
+Compliance is a top priority for the tax department (Figure 2) but to achieve it, comply with Pillar Two, or calculate their global tax liability, tax departments need accurate, timely, tax-related data integrated across their organization. However, achieving visibility into enterprise-wide tax data has proven difficult for many companies, with respondents to Deloitte's Tax Transformation Trends 2023 survey citing integrating tax-related data across the company (36%) as their second-most important challenge. More than a fifth of respondents found challenges in having limited technology or data management expertise (23%), obtaining a comprehensive view of the total tax paid globally (22%), and not having sufficient control over technology strategy and investment (22%) (Figure 2). There is a 'perfect storm' with the compliance challenge at least partly linked to these other factors.
+
+<!-- image -->
+
+Percentage ranked among top 3 challenges
+
+T
+---
+<!-- image -->
+
+What we see now is an increasing demand for more compliance requirements-I mean from the OECD and also coming from local authorities… there's demand for more automation.
+
+## Liliane Saiani
+
+Head of Tax, Mercado Libre
+
+<!-- image -->
+
+The desire to continue customizing ERP systems for tax is not surprising-being able to incorporate flexibility and information to respond to changing tax laws will help companies comply, thereby avoiding penalties and costs. Modern ERP systems can provide the accurate, granular data that tax teams need at the legal entity level, while still supporting the management-level reporting needed by other stakeholders. In this way, the ERP can help support tax analytics so that companies can model the impact of changing tax laws in multiple jurisdictions, improving the insights used for decision making.
+
+Companies have been working to put in place the data management and technology capabilities demanded by today's tax environment, but many have more work to do.
+
+<!-- image -->
+
+Our approach was to first work to make ourselves more efficient. We're trying to transform our ERP landscape. It's always a challenge to wrangle all the different technology pieces we have.
+
+## Kristi Doyle
+
+Global Tax Director,
+
+Johnson Controls
+
+<!-- image -->
+
+<!-- image -->
+---
+Many of the challenges appear greater for smaller companies than for larger ones. For example, respondents at companies with revenues of US$5 billion or greater were more likely to say that their company had fully implemented introduction of tax data management solutions and/or having tax professionals in the company's data management team (55%) than did those at companies with revenues of US$1 billion to US$5 billion (35%) or US$750 million to US$1 billion (25%) (Figure 3).
+
+Figure 3: Strategies/actions fully implemented by the tax department-by company size
+
+<!-- image -->
+
+T
+---
+<!-- image -->
+
+## 2.  Deciding how to invest in technology
+
+Digital transformation is embedded into most companies' agendas, but it is still difficult to identify clear returns on technology investment-from determining which actions drive the most impact, to which investments yield the highest enterprise value. With Generative AI also advancing at pace, it is increasingly difficult for businesses to work out the optimum point at which to invest at scale. When resources are constrained, it is worth weighing up the investment needed for developing, buying, maintaining, and replacing technology versus leveraging the technology of an outsource service provider.
+
+<!-- image -->
+
+We outsource as much as possible with trusted partners. We don't have the resources, nor the budget, to develop all those tools ourselves.
+
+## Philippe de Roose
+
+Senior Vice President for Tax Treasury and Finance Administration,
+
+Radisson Hospitality Group
+
+<!-- image -->
+---
+Figure 4. Benefit company has received-or could receive-from outsourcing an entire activity or function in the tax department
+
+<!-- image -->
+
+Respondents to the Tax Transformation Trends 2023 survey cited access to the latest technology capabilities (54%) even more often than reduced operating costs (51%) as a major or significant benefit of outsourcing (Figure 4). Reduced need for capital investment in technology (45%) was also named frequently as an important benefit. Outsourcing can provide a strategy for tax departments to acquire the technology tools and expertise that the current environment demands without incurring the significant capital investment that would be required, upfront and ongoing, if enhancements were developed in-house.
+
+While tax departments may have had discretionary budget for incremental changes, or fixing 'broken' systems, wholescale finance transformation has centralized budgets, with IT taking a prominent role in deciding where transformation efforts will focus. This has led to a greater need for the tax department to collaborate with IT and other departments.
+
+|
+---
+<!-- image -->
+
+## 3.  Internal collaboration and obtaining budget
+
+<!-- image -->
+
+Data management and IT applications are increasingly important to tax departments. However, in Deloitte's Tax Transformation Trends survey, 78% respondents in 2023 said technology strategy and planning was largely controlled by Finance or IT; 56% said that the tax department has input into the process, while 22% said it had little input (Figure 5). These findings represent a change from the 2021 survey, in which tax leaders more often said their departments had control over technology strategy and budget. This may be due to an increased reliance on ERPs, rather than tax-department specific solutions, along with the growing need for tax to gather data from across the company-both of which would put more control into the hands of IT and Finance.
+
+Figure 5. Tax function role in technology strategy and planning
+
+<!-- image -->
+
+T
+
+- ax in a data-driven world | More regulations, more data, more technology 9
+---
+There were also significant regional differences. Respondents at North American companies (40%) more often said that the tax department has significant autonomy either over technology strategy or over both technology strategy and budget than did those at companies headquartered in Europe (10%) or Asia Pacific (20%) (Figure 6). European and Asian companies typically contend with more indirect taxes, requiring complicated integration with supply chain management in ERP systems, led by Finance, while in North America the emphasis is on income taxes, requiring the tax department to lead. Historically, Asian companies have been geared more toward managing reporting and compliance in multiple jurisdictions in a decentralized manner, and as a result, were not as experienced in having a common ERP platform to solve all jurisdictional issues. This is, however, changing rapidly as more tax technology expertise is developing in Asia, enabling common ERP platforms and local customization.
+
+By region
+
+<!-- image -->
+
+Technology plays a key role in many aspects of tax operations and in transforming those operations to meet today's challenges-which was made clear in interviews with respondents.
+
+Figure 6. Tax function role in technology strategy and planning
+
+<!-- image -->
+
+It's a priority to meet compliance requirements, which are becoming significantly challenging these days, such as Pillar Two and e-reporting. All these new kinds of compliance are very connected to technology and digitalization.
+
+## Jesus Bravo Fernandez
+
+Head of Indirect Tax, Transfer Pricing, and Tax Technology, Coca-Cola Europacific Partners
+
+<!-- image -->
+
+T
+---
+Many respondents said implementing a single, integrated tax platform was a key priority for the next few years as they pursue increased efficiency and access to better data. For many, there is still work to do on rationalizing fragmented technology landscapes.
+
+<!-- image -->
+
+We are looking at how do we deal with all the various systems, and how do we bring some structure and consistency and visibility in that chaos-what evolution and trends are happening from a technology point of view.
+
+## Dirk Timmermans
+
+Vice President of Global Statutory Finance and Tax Operations, Johnson Controls
+
+<!-- image -->
+
+To make the case for budget, tax departments need to demonstrate the value they generate and protect for the company. Companies that have taken the top-down company view, managed to explain the impact of tax authority digitalization to the C -suite and worked collaboratively with the IT department have typically been more successful in building this value case.
+
+Understanding and communicating the aspiration of real-time compliance through direct connection between tax authorities and company systems (see the OECD's 'Tax Administration 3.0' discussion paper) is important for ERP system design as ERP systems are where most transactions are handled-thinking about the long term is imperative, as finding a point solution now, without thinking through the potential requirements in five to 10 years' time, may hinder the tax department from creating the environment that will enable being a strategic advisor to the business. Being able to identify all the potential outcomes, however, is the difficult part, especially since tax laws and regulations still differ significantly between jurisdictions and change frequently.
+
+<!-- image -->
+---
+<!-- image -->
+
+## 4.  Finding the optimal implementation and maintenance program
+
+Tax departments often focus on immediate-need technology. Best practice, however, would suggest obtaining budget and developing a road map first to use the technology already available, identifying what might be needed in the future, and then making buildor-buy decisions. At this point, it's useful to have a holistic view of the tax department's operating model-it's not about doing everything now, but looking at increasing speed and accuracy, and freeing up tax professionals for more strategic business activity.
+
+Once the technology is chosen, the question is often whether to implement using internal resources, appoint an implementation partner, or outsource the entire function requiring the technology.
+
+If the decision is made to use in-house resources, tax departments need to develop professional teams with the new skills required, especially data management and technology expertise. This was evident from Deloitte's Tax Transformation Trends research in 2023: When asked where their tax department will have the greatest need for skills over the next three to five years, respondents most often named data analytics, data-driven strategic insights, and data management (44%)-a reflection of the growing importance of data-driven decision making and increased government requirements for direct access to companies' tax data (Figure 7 on the next page).
+
+<!-- image -->
+
+We made the strategic decision to have capable IT people within our tax department many years ago, and that has allowed us to move much more quickly with getting our data needs met.
+
+## Dirk Timmermans
+
+Vice President of Global Statutory Finance and Tax Operations, Johnson Controls
+
+<!-- image -->
+
+T
+---
+Several skill areas were cited less often in 2023 than in 2021, suggesting that some companies may have made progress in addressing their talent requirement in those areas-either through recruitment, or by leaning more on outside providers. For example, technology transformation and process redesign was named as a top talent need by 29% of respondents in the current survey, compared to 43% in 2021. However, this area still ranked fourth highest among the skills needed in the next few years, indicating that many companies are still working to develop or acquire technology talent.
+
+## Figure 7. Greatest needs in the tax department for skills over the next one to two years
+
+2021 vs. 2023
+
+<!-- image -->
+
+Note: Percentages do not add up to 100% since respondents could make multiple selections. Some items only appeared in the 2023 survey.
+
+T
+---
+<!-- image -->
+
+## What's next?
+
+Strategic management and effective use of data as an asset will be top of mind for tax leaders as both global tax reform and primary stakeholders-including boards, finance functions, and financial institutions-continue to place data management at the center of the tax function. The tax technology landscape, however, is broader than ERP and identifying tax data-tax leaders also need to consider how many technologies are really needed to meet their needs, how many are not yet connected to each other, and how fast technology is changing, threatening the obsolescence of existing systems.
+
+The pace at which Generative AI technology and tooling is advancing can make it difficult for businesses to work out the optimum point at which to invest at scale. Generative AI activity is currently predominantly focused on identifying use cases and undertaking a tactical program of experimentation as part of a measured approach to understanding the role and impact Generative AI can have on a variety of business functions. There should, however, be an expectation that over time, Generative AI, combined with broader AI and data analytical techniques, will play an increasingly dominant role in the tax technology space, fueled by high levels of fluency, an expansion of functionality and, critically, reduced cost of deployment. All of which reinforces the need for a clear strategy and focus on data structures.
+
+Today, tax directors are addressing the impact of data within their tax functions and have pivoted by introducing new skill sets within their tax function, which is encouraging. This is, however, just the first step of a continuous journey in which primary stakeholders use tax data through analytics as a strategic enabler to drive investment decisions, often these days using dynamic dashboarding and modeling.
+
+The results of Deloitte's Tax Transformation Trends 2023 survey highlighted the need for datadriven insight from compliance activities, more agile partnering with other parts of the business, and a heightened need to integrate technology across functions and jurisdictions. As digitalization continues-accelerated by the introduction of Artificial Intelligence capabilities-tax departments will need to ensure their digital strategy meets an ever-changing tax regulatory landscape, is incorporated into and aligns with the business's overall digital transformation ambitions, and incorporates efforts to prepare their people and processes for accelerated transformation. Tax directors interviewed for Deloitte's Tax Transformation Trends research recommend embedding Tax into everyday processes and operations. This will lead to tax considerations in transformation efforts becoming 'business as usual,' and making building the business case for technology investment less onerous.
+---
+## About the research
+
+Deloitte's 2023 Tax Transformation Trends survey engaged tax and finance executives to understand their strategies for tax operations, outsourcing, technology, and talent. Deloitte surveyed 300 senior tax and finance leaders at companies across a range of industries, sizes, and regions to understand their future vision for the tax function and how they plan to achieve that vision. Deloitte also conducted a series of qualitative one-on-one interviews with senior tax executives at large multinational companies to develop deeper insights into their tax transformation activities.
+
+Figure 8. Demographics
+
+<!-- image -->
+---
+<!-- image -->
+
+## Contacts
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+## Andy Gwyther
+
+Deloitte Global Operate Leader, Tax &amp; Legal [email protected]
+
+## North America
+
+## Eric Peel
+
+Tax Operate Leader Deloitte Tax LLP (US) [email protected]
+
+## Emily VanVleet
+
+Tax Operate Leader Deloitte Tax LLP (US) [email protected]
+
+## Jeff Butt
+
+Tax &amp; Legal Operate Leader Deloitte Canada [email protected]
+
+## Arturo Camacho
+
+Tax &amp; Legal Operate Leader Deloitte Spanish-LATAM [email protected]
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+## Europe, Middle East, Africa
+
+## Christophe De Waele
+
+Tax &amp; Legal Operate Leader Deloitte North &amp; South Europe [email protected]
+
+## Ana Santiago Marques
+
+Tax &amp; Legal Operate Leader Deloitte Central Europe [email protected]
+
+## Patrick Earlam
+
+Tax &amp; Legal Operate Leader Deloitte Africa [email protected]
+
+## Asia Pacific
+
+## Christopher Roberge
+
+Tax Operate Leader Deloitte Asia Pacific [email protected]
+---
+<!-- image -->
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the 'Deloitte organization'). DTTL (also referred to as 'Deloitte Global') and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte. com/about to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately 457,000 people worldwide make an impact that matters at www.deloitte.com.
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited ('DTTL'), its global network of member firms or their related entities (collectively, the 'Deloitte organization') is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser.
+
+No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication.
+
+© 2024. For information, contact Deloitte Global.
+
+Designed by CoRe Creative Services. RITM1606967

docling-folder/md/life-sciences-smart-manufacturing-services-peak-matrix-assessment-2023.md

@@ -0,0 +1,364 @@
+<!-- image -->
+
+## Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix ® Assessment 2023
+
+Focus on Deloitte August 2023
+
+<!-- image -->
+---
+## Introduction
+
+Historically, the traditional manufacturing industry was primarily focused on designing standardized manufacturing procedures and managing labor and mechanical systems, but with the emergence of Industry 4.0, technology adoption has become widespread across industries, unlocking numerous benefits. However, the life sciences industry has been slow in adopting technology to modernize manufacturing setups. Nevertheless, the pandemic, regulatory frameworks, and the urge to achieve operational excellence are now driving the adoption of smart manufacturing services.
+
+Life sciences enterprises aim to unlock benefits such as cost optimization, increased productivity, visibility, and efficiency by investing in critical use cases, including digital twins, predictive maintenance, etc. They are also exploring high-growth opportunities such as sustainable manufacturing, batch-to-continuous manufacturing, and manufacturing of personalized medicines. As the industry experiences investments in smart manufacturing, service providers are taking on the role of end-to-end digital transformation partners by co-developing solutions to assist enterprises in their digital journeys.
+
+In the full report, we present an assessment of 16 life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix ® Assessment 2023. The assessment is based on Everest Group's annual RFI process for the calendar year 2023, interactions with leading life scie nces service providers, client reference checks, and an ongoing analysis of the life sciences smart manufacturing services market.
+
+The full report includes the profiles of the following 16 leading life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix:
+
+- ⚫ Leaders: Accenture, Cognizant, Deloitte, HCLTech, and TCS
+- ⚫ Major Contenders: Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+- ⚫ Aspirants: Atos, HARMAN DTS, and NNIT
+
+Scope of this report
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+Industry Life sciences (biopharmaceuticals and medical devices)
+
+<!-- image -->
+---
+## Life Sciences Smart Manufacturing Services PEAK Matrix ® characteristics
+
+## Leaders
+
+Accenture, Cognizant, Deloitte, HCLTech, and TCS
+
+    - ⚫ Leaders have positioned themselves as digital transformation partners for enterprises with end-to-end capabilities, and offer a balanced breadth of offerings across the life sciences manufacturing value chain
+    - ⚫ They demonstrate flexibility and innovation while pitching engagement models and commercial constructs, and possess a distinct talent pool specializing in the life sciences smart manufacturing space
+    - ⚫ There is a presence of a robust partnership ecosystem and investments aligned with the demand of the enterprises in the areas of digital twins, IoT-enabled analytics, cybersecurity, etc., as well as high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing
+    - ⚫ They showcase a clear future roadmap to better supplement their internal capabilities and fill in the gaps in their existing portfolio of services through the development of IP, CoEs, and strategic initiatives
+
+## Major Contenders
+
+Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+
+    - ⚫ Major Contenders comprise a varied mix of midsize and large firms. They possess a relatively less balanced portfolio compared to Leaders and are inclined toward specialization in certain specific areas of the value chain. Additionally, they offer limited solutions around high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing
+    - ⚫ Major Contenders have shortcomings in certain areas of the manufacturing value chain; the prevalent approach to address smart manufacturing use cases is by harnessing cross-industry intellectual property, talent, and partnerships
+    - ⚫ They have substantiated their position within the mid-tier segment of clients by pursuing active client management and ramping up/down resources commensurate to the ask of buyers
+
+## Aspirants
+
+Atos, HARMAN DTS, and NNIT
+
+    - ⚫ When it comes to their services portfolio, Aspirants have restricted their focus to specific areas in the life sciences manufacturing value chain, with limited digital service capabilities
+    - ⚫ They have a limited partnership ecosystem and place more focus on leveraging horizontal capabilities to cater to the needs of life sciences enterprises rather than developing domain-specific services through CoEs and strategic alliances
+    - ⚫ They have a dedicated focus on capturing the market share in the small and midsize buyer segment
+
+<!-- image -->
+---
+## Everest Group PEAK Matrix ®
+
+## Life Sciences Smart Manufacturing Services PEAK Matrix ® Assessment 2023 | Deloitte is positioned as a Leader
+
+Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix ® Assessment 2023 1,2,3
+
+Measures ability to deliver services successfully
+
+<!-- image -->
+
+                - 1 Assessments for Atos, Capgemini, Infosys, and NTT DATA exclude provider inputs and are based on Everest Group's proprietary T ansaction Intelligence (TI) database, provider public disclosures, and Everest Group's interactions with enterprise buyers r
+                - 2 Assessment for Birlasoft, HARMAN DTS, and NNIT is based on partial primary inputs (briefings only)
+                - 3 The assessment of Atos is completed prior to its acquisition by Eviden
+
+Confidentiality: Everest Group takes its confidentiality pledge very seriously. Any information we collect that is contract specific will only be presented back to the industry in an aggregated fashion Source: Everest Group (2023)
+
+<!-- image -->
+
+<!-- image -->
+---
+## Deloitte profile (page 1 of 6)
+
+## Overview
+
+## Company mission
+
+Deloitte's Life Sciences Smart Manufacturing practice partners with life sciences enterprises in reimagining and reconfiguring their value chains to ensure the reliable and efficient supply of affordable and accessible therapies and medical products to the end customers, resulting in enhanced well-being of patients. It supports clients in their digital transformation journey and pushes life sciences manufacturing into the next generation of digital evolution. This is achieved through substantial investments in expanding global smart manufacturing capabilities, fostering robust partnerships, developing proprietary IP-based assets, leveraging smart factory technology, and nurturing talent.
+
+## Overview of the client base
+
+Among its diverse customer base, Deloitte's life science smart manufacturing practice engages with the top 10 largest global pharmaceutical enterprises, top 10 largest BioTech enterprises, 9 out of the top 10 medical device enterprises, and 18 out of the 21 largest life sciences enterprises.
+
+                    - 1 All the revenue components add up to a total of 100%
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+---
+## Deloitte profile (page 2 of 6)
+
+## Case studies
+
+## Case study 1
+
+Transformation of Quality Management System (QMS) for a global pharmaceutical manufacturer
+
+## Business challenge
+
+The client faced challenges with high costs of quality and the regulatory risks in managing compliance. It had basic and disconnected platforms for quality processes, and lacked integration and traceability. To address this, the client identified a QMS platform and set ambitious timelines to deploy multiple Quality System Elements (QSEs) across more than five sites.
+
+## Solution
+
+Deloitte assisted the client in their QMS transformation journey by assessing the current state of QSEs and conducting a process design exercise. Additionally, it built solutions tailored to client requirements, including customization with next-generation functionalities, performed detailed validation and system testing, and supported the change management process through a training program strategy.
+
+## Impact
+
+                        - ⚫ Assisted the clients in realizing benefits worth US$30 million by eliminating non-value-added work, thereby reducing overhead expenses
+                        - ⚫ Deployed more than 10 QSEs in 14 months across five manufacturing sites
+                        - ⚫ Ensured QMS process adoption for more than 700 employees globally
+
+<!-- image -->
+
+## Case study 2
+
+## NOT EXHAUSTIVE
+
+Developing a global security standard for the manufacturing sites of a global pharmaceutical enterprise
+
+## Business challenge
+
+The client recognized the necessity of developing and implementing a global security standard across all manufacturing and R&amp;D sites to enhance the security maturity of Internet of Things (IoT), Industrial Control Systems (ICS), and Operational Technology (OT).
+
+## Solution
+
+Deloitte implemented a tailored OT cybersecurity framework, conducted detailed site security assessments, and deployed monitoring solutions to enhance OT asset security monitoring, visibility, and situational awareness. It also deployed threat intelligence and analytics for detecting OT cybersecurity threats and established standards, communication plans, playbooks, and workflows for incident response and recovery.
+
+## Impact
+
+                        - ⚫ Deployed 14 OT security controls
+                        - ⚫ Remediated 42 manufacturing and R&amp;D sites
+                        - ⚫ Identified and monitored more than 30,000 OT digital assets
+---
+## Deloitte profile (page 3 of 6) Offerings
+
+| Solution                                        | Details                                                                                                                                                                                                                                                                                                                                                                                                                           |
+|-------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|
+| Supply chain control tower platform             | It is an end-to-end platform solution that assists clients by providing prescriptive insights, monitoring transaction-level data, and offering analytical capabilities across the  manufacturing and supply chain processes.                                                                                                                                                                                                      |
+| CentralSight                                    | It has the capabilities to effectively visualize a multi-tier deep supplier ecosystem, helping enterprises identify and address the associated risks within the ecosystem in a  timely manner.                                                                                                                                                                                                                                    |
+| Smart factory capability compass                | It is an application that assists clients in assessing the current manufacturing maturity and readiness of their sites for smart factory investments and initiatives.                                                                                                                                                                                                                                                             |
+| CognitiveSpark for manufacturing                | It is a cloud-based, AI-powered solution designed to assist biopharma and MedTech manufacturers with insights that help optimize manufacturing processes and improve product  quality.                                                                                                                                                                                                                                            |
+| Turnkey IoT                                     | It is a suite of pre-configured solution accelerators tailored to high-potential manufacturing use cases.                                                                                                                                                                                                                                                                                                                         |
+| Managed Extended Detection and Response  (MXDR) | It is a SaaS-based, modular cybersecurity solution designed to protect enterprises from internal and external cyber threats.                                                                                                                                                                                                                                                                                                      |
+| Greenlight                                      | This is a decarbonization solution designed to achieve net-zero emissions. It includes a package of dashboard modules that can ingest Green House Gas (GHG) emissions and  reduce project data, enabling clients to visualize and analyze their aggregate carbon footprint.                                                                                                                                                       |
+| IDEA                                            | It is an IoT-based application that helps clients manage real-time energy consumption from different sources, combining the IoT approach with traditional Energy Management  Systems (EMS).                                                                                                                                                                                                                                       |
+| Digital IoT                                     | It is a preconfigured Siemens MindSphere application that offers a cloud-based, open IoT operating system connecting products, plants, systems, and machines. This application  unifies data from Digital Product Lifecycle Management (DPLM), Data Acquisition and Management System (DAMS), Digital Manufacturing Execution System (DMES), and IoT  systems onto an integrated dashboard, thereby enabling actionable insights. |
+
+<!-- image -->
+---
+## Deloitte profile (page 4 of 6) Offerings
+
+NOT EXHAUSTIVE
+
+| Proprietary smart manufacturing solutions  - such as IP, platforms, accelerators, and tools  (representative list)   | Proprietary smart manufacturing solutions  - such as IP, platforms, accelerators, and tools  (representative list)                                                                                                                                                                                                                                                                       |
+|----------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|
+| Solution                                                                                                             | Details                                                                                                                                                                                                                                                                                                                                                                                  |
+| Smart manufacturing platform                                                                                         | This is a platform solution that enables the comprehensive view of manufacturing operations across the organization with connected data from disparate systems to create dynamic  data visualizations that provide useful insights and recommended actions. It assists in predictive analytics, quality analytics, planning and management, shop floor tracking and  serialization, etc. |
+| Supplier 360                                                                                                         | It is an end-to-end management solution that improves supplier relationships by consolidating data from various disparate sources to generate actionable insights on supplier  performance, connecting stakeholders, and more.                                                                                                                                                           |
+
+<!-- image -->
+---
+## Deloitte profile (page 5 of 6) Recent developments
+
+## NOT EXHAUSTIVE
+
+| Event name                                      | Type of event   |   Year | Details                                                                                                                                                                                                                                                                                                                                             |
+|-------------------------------------------------|-----------------|--------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|
+| Industrial data fabric                          | Alliance        |   2023 | Forged a multi-party partnership with AWS, HighByte, and Element to help manufacturers connect, structure, and manage industrial data at scale through an open  industrial data framework; supports Deloitte's smart manufacturing platform and services, offering data analytics, predictive insights, and faster time-to-value for  manufacturers |
+| Nubik                                           | Acquisition     |   2022 | Acquired to strengthen its presence and leadership in the Salesforce practice and firm up its relationships and offerings for mid-market clients; it will assist clients with  advanced solutions in manufacturing and distribution                                                                                                                 |
+| OCT Emissions  Solutions                        | Acquisition     |   2022 | Acquired to assist clients with an end-to-end offering across the climate change and decarbonization life cycle. It provides solutions for hydrogen, carbon sequestration  and offsets, and carbon dioxide cleanup                                                                                                                                  |
+| AE Cloud Consultant                             | Acquisition     |   2022 | Acquired to deploy front-end and back-end solutions for order management, production management, supply chain management, warehouse and fulfillment,  procurement, etc., for enterprises                                                                                                                                                            |
+| Smart factories spread  across global locations | Investment      |   2022 | The smart factories that are spread across the globe serve as an ecosystem of smart manufacturing capabilities built on advanced technologies such as IoT,  cybersecurity, and digital twins; also acts as a platform that brings together solution providers, technology innovators, and academic researchers to drive innovation                  |
+| Check Point                                     | Alliance        |   2021 | Alliance with Check Point, a leading provider of cybersecurity solutions, to assist Deloitte in strengthening Industry 4.0 technologies by securing the enterprise  manufacturing and supply chain infrastructure                                                                                                                                   |
+| Syncronic                                       | Acquisition     |   2021 | Acquired to enhance its supply chain practice in the Nordics region                                                                                                                                                                                                                                                                                 |
+| aeCyberSolutions                                | Acquisition     |   2021 | Acquired to strengthen its cybersecurity offerings                                                                                                                                                                                                                                                                                                  |
+| Digital Immunity                                | Alliance        |   2020 | Alliance with Digital Immunity to leverage Deloitte's multiple OT lab environments, such as the Smart Factory in Wichita, to accelerate deployment testing by utilizing  configuration and deployment guidelines from the lab environment                                                                                                           |
+| Nozomi                                          | Alliance        |   2020 | Alliance with Nozomi Networks to deliver IT, OT, and IoT security services in the EMEA region. This collaboration aims to assist enterprises in enhancing their threat  detection capabilities and implementing effective cyber risk solutions                                                                                                      |
+| Beelogix                                        | Acquisition     |   2019 | Acquired to expand its capabilities and leadership in SAP digital supply chain solution                                                                                                                                                                                                                                                             |
+
+<!-- image -->
+---
+## Deloitte profile (page 6 of 6) Everest Group assessment
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+| Market impact   | Market impact   | Market impact   | Market impact   | Vision &amp; capability   | Vision &amp; capability        | Vision &amp; capability         | Vision &amp; capability   | Vision &amp; capability   |
+|-----------------|-----------------|-----------------|-----------------|-----------------------|----------------------------|-----------------------------|-----------------------|-----------------------|
+| Market adoption | Portfolio mix   | Value delivered | Overall         | Vision and  strategy  | Scope of  services offered | Innovation and  investments | Delivery footprint    | Overall               |
+
+## Strengths
+
+## Limitations
+
+                                - ⚫ Deloitte has made substantial investments in developing manufacturing solutions throughout the life sciences value chain, focusing on futuristic domain use cases such as cell and gene therapy manufacturing and sustainable manufacturing. It is further reinforced by its dedicated investments in building the Wichita smart factory, which strengthens its capabilities in IoT, cybersecurity, digital twins, robotics, etc.
+                                - ⚫ While clients highlight the premium pricing points, they acknowledge the innovative commercial constructs offered by Deloitte and perceive the dollar value per service provided to be better compared to peers
+                                - ⚫ Clients view Deloitte as a reliable strategic partner as it addresses both the existing and emerging business problems, even by engaging third-party providers if necessary
+                                - ⚫ Clients appreciate the high quality of the talent deployed and the strong technical domain knowledge they possess
+
+<!-- image -->
+
+                                - ⚫ Although clients appreciate the technical and domain expertise of the talent deployed, they expect better attrition management to ensure seamless project delivery
+                                - ⚫ Deloitte's tendency to consistently agree with clients without conducting thorough evaluations can reveal a lack of critical assessment and hinder their ability to make decisions that align with the enterprise's expertise and best interests
+                                - ⚫ While clients appreciate Deloitte's strategic inputs, they look for better transparency and alignment with the enterprise stakeholders
+
+<!-- image -->
+
+<!-- image -->
+
+## -Leader
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+---
+<!-- image -->
+
+## Appendix
+---
+## Everest Group PEAK Matrix ® is a proprietary framework for assessment of market impact and vision &amp; capability
+
+## Everest Group PEAK Matrix
+
+Market impact
+
+<!-- image -->
+
+Vision &amp; capability Measures ability to deliver services successfully
+
+<!-- image -->
+
+<!-- image -->
+---
+## Services PEAK Matrix ®  evaluation dimensions
+
+Measures impact created in the market -captured through three subdimensions
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+---
+## FAQs
+
+## Does the PEAK Matrix ® assessment incorporate any subjective criteria?
+
+Everest Group's PEAK Matrix assessment takes an unbiased and fact -based approach that leverages provider / technology vendor RFI s and Everest Group's proprietary databases containing providers' deals and operational capability information. In addition, we validate/fine-tune these results based on our market experience, buyer interaction, and provider/vendor briefings.
+
+## Is being a Major Contender or Aspirant on the PEAK Matrix, an unfavorable outcome?
+
+No. The PEAK Matrix highlights and positions only the best-in-class providers / technology vendors in a particular space. There are a number of providers from the broader universe that are assessed and do not make it to the PEAK Matrix at all. Therefore, being represented on the PEAK Matrix is itself a favorable recognition.
+
+## What other aspects of the PEAK Matrix assessment are relevant to buyers and providers other than the PEAK Matrix positioning?
+
+A PEAK Matrix positioning is only one aspect of Everest Group's overall assessment. In addition to assigning a Leader, Major Contender, or Aspirant label, Everest Group highlights the distinctive capabilities and unique attributes of all the providers assessed on the PEAK Matrix. The detailed metric-level assessment and associated commentary are helpful for buyers in selecting providers/vendors for their specific requirements. They also help providers/vendors demonstrate their strengths in specific areas.
+
+## What are the incentives for buyers and providers to participate/provide input to PEAK Matrix research?
+
+                                        - ⚫ Enterprise participants receive summary of key findings from the PEAK Matrix assessment
+                                        - ⚫ For providers
+                                        - -The RFI process is a vital way to help us keep current on capabilities; it forms the basis for our database -without participation, it is difficult to effectively match capabilities to buyer inquiries
+                                        - -In addition, it helps the provider/vendor organization gain brand visibility through being in included in our research reports
+
+## What is the process for a provider / technology vendor to leverage its PEAK Matrix positioning?
+
+                                        - ⚫ Providers/vendors can use their PEAK Matrix positioning or Star Performer rating in multiple ways including:
+                                        - -Issue a press release declaring positioning; see our citation policies
+                                        - -Purchase a customized PEAK Matrix profile for circulation with clients, prospects, etc. The package includes the profile as well as quotes from Everest Group analysts, which can be used in PR
+                                        - -Use PEAK Matrix badges for branding across communications (e-mail signatures, marketing brochures, credential packs, client presentations, etc.)
+                                        - ⚫ The provider must obtain the requisite licensing and distribution rights for the above activities through an agreement with Everest Group; please contact your CD or contact us
+
+## Does the PEAK Matrix evaluation criteria change over a period of time?
+
+PEAK Matrix assessments are designed to serve enterprises' current and future needs. Given the dynamic nature of the global s ervices market and rampant disruption, the assessment criteria are realigned as and when needed to reflect the current market reality and to serve enterprises' future expectations.
+
+<!-- image -->
+---
+Life Sciences Smart Manufacturing Services PEAK Matrix ® Assessment 2023
+
+<!-- image -->
+
+## Stay connected
+
+Dallas (Headquarters) [email protected] +1-214-451-3000
+
+Bangalore [email protected] +91-80-61463500
+
+Delhi [email protected] +91-124-496-1000
+
+London [email protected] +44-207-129-1318
+
+Toronto [email protected]
+
++1-214-451-3000
+
+This document is for informational purposes only, and it is being provided 'as is' and 'as available' without any warranty of any kind, including any warranties of completeness, adequacy, or fitness for a particular purpose. Everest Group is not a legal or investment adviser; the contents of this document should not be construed as legal, tax, or investment advice. This document should not be used as a substitute for consultation with professional advisors, and Everest Group disclaims liability for any actions or decisions not to act that are taken as a result of any material in this publication.
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+
+<!-- image -->
+
+Everest Group is a leading research firm helping business leaders make confident decisions. We guide clients through today's market challenges and strengthen their strategies by applying contextualized problem -solving to their unique situations. This drives maximized operational and financial performance and transformative experiences. Our deep expertise and tenacious research focused on technology, business processes, and engineering through the lenses of talent, sustainability, and sourcing delivers precise and action-oriented guidance. Find further details and in-depth content at www.everestgrp.com .
+
+## NOTICE AND DISCLAIMERS
+
+IMPORTANT INFORMATION. PLEASE REVIEW THIS NOTICE CAREFULLY AND IN ITS ENTIRETY. THROUGH YOUR ACCESS, YOU AGREE TO EVEREST GROUP'S TERMS OF USE.
+
+Everest Group's Terms of Use, available at www.everestgrp.com/terms -of-use/, is hereby incorporated by reference as if fully reproduced herein. Parts of these terms are pasted below for convenience; please refer to the link above for the full version of the Terms of Use.
+
+Everest Group is not registered as an investment adviser or research analyst with the U.S. Securities and Exchange Commission, the Financial Industry Regulatory Authority (FINRA), or any state or foreign securities regulatory authority. For the avoidance of doubt, Everest Group is not providing any advice concerning securities as defined by the law or any regulatory entity or an analysis of equity securities as defined by the law or any regulatory entity.
+
+All Everest Group Products and/or Services are for informational purposes only and are provided 'as is' without any warranty of any kind. You understand and expressly agree that you assume the entire risk as to your use and any reliance upon any Product or Service. Everest Group is not a legal, tax, financial, or investment advisor, and nothing provided by Everest Group is legal, tax, financial, or investment advice. Nothing Everest Group provides is an offer to sell or a solicitation of an offer to purchase any securities or instruments from any entity. Nothing from Everest Group may be used or relied upon in evaluating the merits of any investment. Do not base any investment decisions, in whole or part, on anything provided by Everest Group.
+
+Products and/or Services represent research opinions or viewpoints, not representations or statements of fact. Accessing, using, or receiving a grant of access to an Everest Group Product and/or Service does not constitute any recommendation by Everest Group that recipient (1) take any action or refrain from taking any action or (2) enter into a particular transaction. Nothing from Everest Group will be relied upon or interpreted as a promise or representation as to past, present, or future performance of a business or a market. The information contained in any Everest Group Product and/or Service is as of the date prepared, and Everest Group has no duty or obligation to update or revise the information or documentation. Everest Group may have obtained information that appears in its Products and/or Services from the parties mentioned therein, public sources, or third-party sources, including information related to financials, estimates, and/or forecasts. Everest Group has not audited such information and assumes no responsibility for independently verifying such information as Everest Group has relied on such information being complete and accurate in all respects. Note, companies mentioned in Products and/or Services may be customers of Everest Group or have interacted with Everest Group in some other way, including, without limitation, participating in Everest Group research activities.
+
+15
+
+Website everestgrp.com
+
+## Social Media
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+<!-- image -->
+
+@EverestGroup
+
+@Everest Group
+
+@Everest Group
+
+@Everest Group
+
+Blog everestgrp.com/blog

gemini-folder/md/2023-conocophillips-aim-presentation-1-7.md

@@ -0,0 +1,218 @@
+![Figure 1: ConocoPhillips 2023 Analyst & Investor Meeting](image_reference)
+
+--- end page 1
+
+# Today's Agenda
+
+Opening
+Ryan Lance Chairman and CEO
+
+Strategy and Portfolio
+Dominic Macklon EVP, Strategy, Sustainability and Technology
+
+Alaska and International
+Andy O'Brien SVP, Global Operations
+
+LNG and Commercial
+Bill Bullock EVP and CFO
+
+Lower 48
+Nick Olds EVP, Lower 48
+
+Financial Plan
+Bill Bullock EVP and CFO
+
+Closing
+Ryan Lance Chairman and CEO
+
+10-Minute Break
+
+Q&A Session
+
+ConocoPhillips
+2
+
+--- end page 2
+
+# Cautionary Statement
+This presentation provides management's current operational plan for ConocoPhillips over roughly the next decade, for the assets currently in our portfolio, and is subject to multiple assumptions, including, unless otherwise specifically noted:
+- an oil price of $60/BBL West Texas Intermediate in 2022 dollars, escalating at 2.25% annually;
+- an oil price of $65/BBL Brent in 2022 dollars, escalating at 2.25% annually;
+- a gas price of $3.75/MMBTU Henry Hub in 2022 dollars, escalating at 2.25% annually;
+- an international gas price of $8/MMBTU Title Transfer Facility & Japan Korea Marker in 2022 dollars, escalating at 2.25% annually;
+- cost and capital escalation in line with price escalation; planning case at $60/BBL WTI assumes capital de-escalation from levels observed in 2022;
+- all production compound annual growth rates (CAGR) are calculated for the 10-year period 2023 - 2032;
+- inclusion of carbon tax in the cash flow forecasts for assets where a tax is currently assessed. If no carbon tax exists for the asset, it is not included in the cash flow forecasts;
+- Cost of Supply displayed in WTI, includes carbon tax where carbon policy exists and a proxy carbon price for assets without existing carbon policies. Please refer to the Cost of Supply definition in the Appendix for additional information on how carbon costs are included
+in the Cost of Supply calculation.
+
+As a result, this presentation contains forward-looking statements as defined under the federal securities laws. Forward-looking statements relate to future events, plans and anticipated results of operations, business strategies, and other aspects of our operations or
+operating results. Graphics that project into a future date constitute forward-looking statements. Also, words and phrases such as "anticipate," "estimate," "believe," "budget," "continue," "could," "intend," "may," "plan," "potential," "predict," "seek," "should," "will," "would,"
+"expect," "objective," "projection," "forecast," "goal," "guidance," "outlook," "effort," "target" and other similar words can be used to identify forward-looking statements. However, the absence of these words does not mean that the statements are not forward-looking.
+
+Where, in any forward-looking statement, the company expresses an expectation or belief as to future results, such expectation or belief is based on management's good faith plans and objectives under the assumptions set forth above (unless noted otherwise) and
+believed to be reasonable as of April 12, 2023, the date of this presentation. These statements are not guarantees of future performance and involve certain risks and uncertainties and are subject to change as management is continually assessing factors beyond our control
+that may or may not be currently known. Given the foregoing and the extended time horizon of this presentation, actual outcomes and results will likely differ from what is expressed or forecast in the forward-looking statements, and such differences may be material.
+Factors that could cause actual results or events to differ materially from what is presented include changes in commodity prices, including a prolonged decline in these prices relative to historical or future expected levels; global and regional changes in the demand, supply,
+prices, differentials or other market conditions affecting oil and gas, including changes resulting from any ongoing military conflict, including the conflict between Russia and Ukraine and the global response to such conflict, security threats on facilities and infrastructure, or
+from a public health crisis or from the imposition or lifting of crude oil production quotas or other actions that might be imposed by OPEC and other producing countries and the resulting company or third-party actions in response to such changes; insufficient liquidity or
+other factors, such as those listed herein, that could impact our ability to repurchase shares and declare and pay dividends such that we suspend our share repurchase program and reduce, suspend, or totally eliminate dividend payments in the future, whether variable or
+fixed; changes in expected levels of oil and gas reserves or production; potential failures or delays in achieving expected reserve or production levels from existing and future oil and gas developments, including due to operating hazards, drilling risks or unsuccessful
+exploratory activities; unexpected cost increases, inflationary pressures or technical difficulties in constructing, maintaining or modifying company facilities; legislative and regulatory initiatives addressing global climate change or other environmental concerns; public health
+crises, including pandemics (such as COVID-19) and epidemics and any impacts or related company or government policies or actions; investment in and development of competing or alternative energy sources; potential failures or delays in delivering on our current or
+future low-carbon strategy, including our inability to develop new technologies; disruptions or interruptions impacting the transportation for our oil and gas production; international monetary conditions and exchange rate fluctuations; changes in international trade
+relationships or governmental policies, including the imposition of price caps or the imposition of trade restrictions or tariffs on any materials or products (such as aluminum and steel) used in the operation of our business, including any sanctions imposed as a result of any
+ongoing military conflict, including the conflict between Russia and Ukraine; our ability to collect payments when due, including our ability to collect payments from the government of Venezuela or PDVSA; our ability to complete any announced or any future dispositions or
+acquisitions on time, if at all; the possibility that regulatory approvals for any announced or any future dispositions or acquisitions will not be received on a timely basis, if at all, or that such approvals may require modification to the terms of the transactions or our remaining
+business; business disruptions following any announced or future dispositions or acquisitions, including the diversion of management time and attention; the ability to deploy net proceeds from our announced or any future dispositions in the manner and timeframe we
+anticipate, if at all; potential liability for remedial actions under existing or future environmental regulations; potential liability resulting from pending or future litigation, including litigation related directly or indirectly to our transaction with Concho Resources Inc.; the impact
+of competition and consolidation in the oil and gas industry; limited access to capital or insurance or significantly higher cost of capital or insurance related to illiquidity or uncertainty in the domestic or international financial markets or investor sentiment; general domestic
+and international economic and political conditions or developments, including as a result of any ongoing military conflict, including the conflict between Russia and Ukraine; changes in fiscal regime or tax, environmental and other laws applicable to our business; and
+disruptions resulting from accidents, extraordinary weather events, civil unrest, political events, war, terrorism, cybersecurity threats or information technology failures, constraints or disruptions; and other economic, business, competitive and/or regulatory factors affecting
+our business generally as set forth in our filings with the Securities and Exchange Commission. Unless legally required, ConocoPhillips expressly disclaims any obligation to update any forward-looking statements, whether as a result of new information, future events or
+otherwise. We assume no duty to update these statements as of any future date and neither future distribution of this material nor the continued availability of this material in archive form on our website should be deemed to constitute an update or re-affirmation of these
+figures as of any future date. Any future update of these figures will be provided only through a public disclosure indicating that fact.
+
+Use of Non-GAAP Financial Information - This presentation includes non-GAAP financial measures, which help facilitate comparison of company operating performance across periods and with peer companies. Any historical non-GAAP measures included herein will be
+accompanied by a reconciliation to the nearest corresponding GAAP measure both at the end of this presentation and on our website at www.conocophillips.com/nongaap. For forward-looking non-GAAP measures, we are unable to provide a reconciliation to the most
+comparable GAAP financial measures because the information needed to reconcile these measures is dependent on future events, many of which are outside management's control as described above. Additionally, estimating such GAAP measures and providing a
+meaningful reconciliation consistent with our accounting policies for future periods is extremely difficult and requires a level of precision that is unavailable for these future periods and cannot be accomplished without unreasonable effort. Forward looking non-GAAP
+measures are estimated consistent with the relevant definitions and assumptions.
+
+Cautionary Note to U.S. Investors - The SEC permits oil and gas companies, in their filings with the SEC, to disclose only proved, probable and possible reserves. We use terms and metrics such as "resource" or "Estimated Ultimate Recovery (EUR)" in this presentation that
+we are prohibited from using in filings with the SEC under the SEC's guidelines. U.S. investors are urged to consider closely the oil and gas disclosures in our Form 10-K and other reports and filings with the SEC. Copies are available from the SEC and from the
+ConocoPhillips website.
+
+ConocoPhillips 3
+
+
+--- end page 3
+
+ConocoPhillips
+
+Opening
+Ryan Lance
+Chairman and CEO
+
+--- end page 4
+
+# ConocoPhillips Remains the Must-Own E&P Company
+
+120
+
+100
+
+## The Macro
+Oil Price ($/BBL WTI)
+
+## What You'll Hear Today
+
+We are committed to
+delivering superior returns
+**on** and **of** capital
+through the cycles
+
+80
+
+60
+
+40
+
+$60/BBL WTI
+Mid-Cycle
+Planning Price
+
+We have a **deep, durable**
+and **diverse** portfolio
+
+20
+
+0
+2019
+
+2021
+
+2023
+
+2024+
+
+We are progressing our
+**2050 Net-Zero ambition** and
+accelerating our 2030 GHG emissions
+intensity reduction target
+
+ConocoPhillips 5
+
+--- end page 5
+
+We Are Committed to Our Returns-Focused Value Proposition
+
+### Triple Mandate
+Aligned to Business Realities
+
+![Figure 1: A pie chart divided into three sections representing the Triple Mandate: Meet Transition Pathway Demand (green), Deliver Competitive Returns (orange), and Achieve Net-Zero Emissions Ambition (blue). Each section represents a part of the company's commitment to energy transition, profitability, and environmental responsibility.](image_reference)
+
+### Foundational Principles
+
+![Figure 2: A circular diagram outlining the Foundational Principles, with "RETURNS" at the center. Surrounding it are key principles: Balance Sheet Strength, Disciplined Investments, Peer-Leading Distributions, and ESG Excellence. These principles support delivering superior returns through business cycles.](image_reference)
+
+### Clear and Consistent Priorities
+
+1
+Sustain production
+and pay dividend
+
+2
+Annual dividend growth
+
+3
+'A'-rated balance sheet
+
+4
+>30% of CFO
+shareholder payout
+
+5
+Disciplined investment
+to enhance returns
+
+<sup>1</sup>Scope 1 and 2 emissions on a gross operated and net equity basis.
+Cash from operations (CFO) is a non-GAAP measure defined in the Appendix.
+
+--- end page 6
+
+We Are Continuously Improving
+
+|                                  | 2016          | 2019          | 2022           |
+| -------------------------------- | ------------- | ------------- | -------------- |
+|                                  | $43/BBL WTI  | $57/BBL WTI   | $94/BBL WTI    |
+| Return on Capital Employed        | -4%           | 10%           | 27%            |
+| Return of Capital¹                | $1.11/share   | $4.45/share   | $11.73/share    |
+| Net Debt                         | $24B          | $7B           | $7B            |
+| Cash From Operations | Free Cash Flow | $5B | $OB     | $12B | $5B   | $29B | $18B    |
+| Resource  <$40/BBL WTI   | ~10 BBOE      | ~15 ВВОЕ     | ~20 BBOE       |
+| Production                       | 1.6 MMBOED    | 1.3 MMBOED    | 1.7 MMBOED     |
+| Emissions Intensity² (kg CO2e/BOE) | ~39           | ~36           | ~22            |
+
+¹Defined in the Appendix and presented on a per-share basis using average outstanding diluted shares. ²Gross operated GHG emissions (Scope 1 and 2), 2022 is a preliminary estimate.
+Cash from operations (CFO), free cash flow (FCF), net debt and return on capital employed (ROCE) are non-GAAP measures. Definitions and reconciliations are included in the Appendix.
+
+Foundational
+Principles
+
+সস Peer-Leading
+⑤ and Returns
+Distributions
+
+$
+Balance Sheet
+Strength
+
+Disciplined
+Investments
+
+ESG
+Excellence
+
+--- end page 7
+

gemini-folder/md/XC9500_CPLD_Family-1-4.md

@@ -0,0 +1,194 @@
+– PRODUCT OBSOLETE / UNDER OBSOLESCENCE –
+
+# XC9500 In-System Programmable CPLD Family
+
+DS063 (v6.0) May 17, 2013
+Product Specification
+
+# Features
+- High-performance
+- 5 ns pin-to-pin logic delays on all pins
+- fCNT to 125 MHz
+- Large density range
+    - 36 to 288 macrocells with 800 to 6,400 usable gates
+- 5V in-system programmable
+    - Endurance of 10,000 program/erase cycles
+    - Program/erase over full commercial voltage and temperature range
+- Enhanced pin-locking architecture
+- Flexible 36V18 Function Block
+    - 90 product terms drive any or all of 18 macrocells within Function Block
+- Global and product term clocks, output enables, set and reset signals
+- Extensive IEEE Std 1149.1 boundary-scan (JTAG) support
+- Programmable power reduction mode in each macrocell
+- Slew rate control on individual outputs
+- User programmable ground pin capability
+- Extended pattern security features for design protection
+- High-drive 24 mA outputs
+- 3.3V or 5V I/O capability
+
+- Advanced CMOS 5V FastFLASH™ technology
+- Supports parallel programming of multiple XC9500 devices
+
+# Family Overview
+The XC9500 CPLD family provides advanced in-system programming and test capabilities for high performance, general purpose logic integration. All devices are in-system programmable for a minimum of 10,000 program/erase cycles. Extensive IEEE 1149.1 (JTAG) boundary-scan support is also included on all family members.
+
+As shown in Table 1, logic density of the XC9500 devices ranges from 800 to over 6,400 usable gates with 36 to 288 registers, respectively. Multiple package options and associated I/O capacity are shown in Table 2. The XC9500 family is fully pin-compatible allowing easy design migration across multiple density options in a given package footprint.
+
+The XC9500 architectural features address the requirements of in-system programmability. Enhanced pin-locking capability avoids costly board rework. An expanded JTAG instruction set allows version control of programming patterns and in-system debugging. In-system programming throughout the full device operating range and a minimum of 10,000 program/erase cycles provide worry-free reconfigurations and system field upgrades.
+
+Advanced system features include output slew rate control and user-programmable ground pins to help reduce system noise. I/Os may be configured for 3.3V or 5V operation. All outputs provide 24 mA drive.
+
+[Table 1: XC9500 Device Family]
+
+|                 | XC9536 | XC9572 | XC95108 | XC95144 | XC95216 | XC95288 |
+|-----------------|--------|--------|---------|---------|---------|---------|
+| Macrocells      | 36     | 72     | 108     | 144     | 216     | 288     |
+| Usable Gates    | 800    | 1,600  | 2,400   | 3,200   | 4,800   | 6,400   |
+| Registers       | 36     | 72     | 108     | 144     | 216     | 288     |
+| TPD (ns)        | 5      | 7.5    | 7.5     | 7.5     | 10      | 15      |
+| TSU (ns)        | 3.5    | 4.5    | 4.5     | 4.5     | 6.0     | 8.0     |
+| TCO (ns)        | 4.0    | 4.5    | 4.5     | 4.5     | 6.0     | 8.0     |
+| fCNT (MHz)(1)    | 100    | 125    | 125     | 125     | 111.1   | 92.2    |
+| fSYSTEM (MHz)(2) | 100    | 83.3   | 83.3    | 83.3    | 66.7    | 56.6    |
+
+1. fCNT = Operating frequency for 16-bit counters.
+2. fSYSTEM = Internal operating frequency for general purpose system designs spanning multiple FBs.
+
+©1998-2007, 2013 Xilinx, Inc. All rights reserved. All Xilinx trademarks, registered trademarks, patents, and disclaimers are as listed at http://www.xilinx.com/legal.htm.
+All other trademarks and registered trademarks are the property of their respective owners. All specifications are subject to change without notice.
+
+DS063 (v6.0) May 17, 2013
+Product Specification
+www.xilinx.com
+1
+
+
+--- end page 1
+
+# PRODUCT OBSOLETE / UNDER OBSOLESCENCE
+
+XC9500 In-System Programmable CPLD Family
+
+[Table 2: Available Packages and Device I/O Pins (not including dedicated JTAG pins)]
+|                 | XC9536 | XC9572 | XC95108 | XC95144 | XC95216 | XC95288 |
+|-----------------|--------|--------|---------|---------|---------|---------|
+| 44-Pin VQFP     | 34     |        |         |         |         |         |
+| 44-Pin PLCC     | 34     | 34     |         |         |         |         |
+| 48-Pin CSP      | 34     |        |         |         |         |         |
+| 84-Pin PLCC     |        | 69     | 69      |         |         |         |
+| 100-Pin TQFP    |        | 72     | 81      | 81      |         |         |
+| 100-Pin PQFP    |        | 72     | 81      | 81      |         |         |
+| 160-Pin PQFP    |        |        | 108     | 133     | 133     |         |
+| 208-Pin HQFP    |        |        |         |         | 166     | 168     |
+| 352-Pin BGA     |        |        |         |         | 166(2)  | 192     |
+
+1.  Most packages available in Pb-Free option. See individual data sheets for more details.
+2.  352-pin BGA package is being discontinued for the XC95216. See XCN07010 for details.
+
+Architecture Description
+
+Each XC9500 device is a subsystem consisting of multiple
+Function Blocks (FBs) and I/O Blocks (IOBs) fully intercon-
+nected by the Fast CONNECT™™ switch matrix. The IOB
+provides buffering for device inputs and outputs. Each FB
+provides programmable logic capability with 36 inputs and
+18 outputs. The Fast CONNECT switch matrix connects all
+FB outputs and input signals to the FB inputs. For each FB,
+12 to 18 outputs (depending on package pin-count) and
+associated output enable signals drive directly to the IOBs.
+See Figure 1.
+
+
+--- end page 2
+
+# XILINX
+PRODUCT OBSOLETE / UNDER OBSOLESCENCE
+
+XC9500 In-System Programmable CPLD Family
+
+![Figure 1: XC9500 Architecture, shows a diagram of XC9500 architecture, including JTAG Port, JTAG Controller, In-System Programming Controller, I/O Blocks, Fast CONNECT II Switch Matrix, and Function Blocks.](image_reference)
+
+*Note: Function block outputs (indicated by the bold lines) drive the I/O blocks directly.*
+
+Function Block
+
+Each Function Block, as shown in Figure 2, is comprised of
+18 independent macrocells, each capable of implementing
+a combinatorial or registered function. The FB also receives
+global clock, output enable, and set/reset signals. The FB
+generates 18 outputs that drive the Fast CONNECT switch
+matrix. These 18 outputs and their corresponding output
+enable signals also drive the IOB.
+
+Logic within the FB is implemented using a sum-of-products
+representation. Thirty-six inputs provide 72 true and com-
+plement signals into the programmable AND-array to form
+90 product terms. Any number of these product terms, up to
+the 90 available, can be allocated to each macrocell by the
+product term allocator.
+
+Each FB (except for the XC9536) supports local feedback
+paths that allow any number of FB outputs to drive into its
+own programmable AND-array without going outside the
+FB. These paths are used for creating very fast counters
+and state machines where all state registers are within the
+same FB.
+
+DS063 (v6.0) May 17, 2013
+Product Specification
+
+www.xilinx.com
+3
+
+--- end page 3
+
+# PRODUCT OBSOLETE / UNDER OBSOLESCENCE
+
+XC9500 In-System Programmable CPLD Family
+
+![Figure 2: XC9500 Function Block](image_reference)
+
+From
+Fast CONNECT II
+Switch Matrix
+36
+
+Macrocell 1
+
+Programmable
+AND-Array
+
+Product
+Term
+Allocators
+
+18
+To Fast CONNECT II
+Switch Matrix
+
+18
+OUT
+
+18
+PTOE
+To I/O Blocks
+
+Macrocell 18
+
+1
+Global
+Set/Reset
+
+3
+Global
+Clocks
+
+DS063 02 110501
+
+4
+www.xilinx.com
+DS063 (v6.0) May 17, 2013
+Product Specification
+
+--- end page 4
+

gemini-folder/md/deloitte-tech-risk-sector-banking.md

@@ -0,0 +1,101 @@
+# Deloitte.
+
+# Pushing through undercurrents
+## Technology's impact on systemic risk: A look at banking
+
+As more financial institutions embrace digital innovation, risks emerge that could threaten the stability of the
+financial system. Some of these risks originate from a single sector. Either way, they could proliferate and become
+systemic without appropriate management.
+
+To understand what these technology-driven risks look like, the World Economic Forum (the Forum) and Deloitte
+consulted over 100 financial services and technology experts in the development of a new report, Pushing
+through undercurrents. This group shared more specific perspectives on the forces behind technology-driven
+systemic risk in the banking sector. Here's a summary of what we learned. You can learn more in the [full report
+from the Forum](https://www.weforum.org/reports/pushing-through-undercurrents-technology-driven-systemic-risk-in-financial-services), and the [executive summary from Deloitte](https://www2.deloitte.com/us/en/pages/financial-services/articles/pushing-through-undercurrents.html).
+
+### Risk 1: Risk exposure from Banking as a Service offerings
+
+#### What could go wrong?
+
+Banking as a service (BaaS) increasingly relies on application programming interfaces, introducing vulnerabilities
+that can pose risks for banks. The risk is growing because:
+
+- Customers' sensitive data and funds may be at risk from phishing and social engineering attacks
+- Flawed APIs might provide a back door for hackers to penetrate banks' systems
+- Noncompliance with data privacy rules by BaaS providers might expose partner banks to reputational risks
+
+This risk could become systemic if, for example, a malicious actor launches a distributed denial-of-service attack on
+a BaaS provider, keeping customers from accessing their accounts or making transactions.
+
+[Table 1: How can the industry mitigate it?]
+| What sectoral and regional forces could amplify the risk? | Goal                                        | Mitigation opportunities                                                                                                                     |
+| ------------------------------------------------------- | ------------------------------------------- | --------------------------------------------------------------------------------------------------------------------------------------------- |
+| • A complex BaaS technology stack                       | Strong security for BaaS platforms and API connectivity | • Use input validation protocols                                                                                                                  |
+| • Limited redundancy measures                         |                                             | • Apply network segmentation and access control measures                                                                                       |
+| • A lack of input validation,                           | Properly vetted BaaS partners                | • Improve due diligence on BaaS providers                                                                                                       |
+| enabling attackers to upload malicious code into a bank's systems through its APIs |                                             | • Help BaaS and other fintech providers get better at risk management and compliance                                                |
+|                                                         | Institutional knowledge transfer from banks to BaaS partners |                                                                                                                                               |
+
+
+--- end page 1
+
+# Risk 2: Inadequate stability mechanisms for stablecoin arrangements
+
+What could go wrong?
+Stablecoins mimic fiat currencies but without the backing of a central bank, heightening the probability of a run.
+The risk is growing because:
+• Governance and regulatory gaps could perpetuate illicit activities that might threaten the integrity of the broader
+financial system
+• The novel technologies used for minting and managing stablecoins are exposed to security risks
+• The absence of a stability mechanism like deposit insurance increases the risk of a run
+
+This risk could become systemic if, for example, a significant stablecoin issuer fails to promptly honor large
+customer withdrawal requests, touching off a run and eventually collapsing the stablecoin arrangement.
+
+What sectoral and regional
+forces could amplify the risk?
+
+How can the industry mitigate it?
+
+[Table 1: Goals and Mitigation opportunities for the stablecoin industry]
+|                                                  | Goal                                                                  | Mitigation opportunities                                                                                                                                  |
+|--------------------------------------------------|-----------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------|
+|                                                  | Standardization and oversight of stablecoin arrangements               | • Requirement for anti-money laundering and "know your customer" processes for stablecoin issuers                                                          |
+|                                                  | Investor and customer protection                                        | • Offer insurance coverage for stablecoin tokens                                                                                                             |
+|• A less mature regulatory environment|                                                        | • Enforce responsible marketing rules and customer education                                                                                                             |
+| • Stringent capital controls, which may encourage individuals in those jurisdictions to park their assets in global stablecoins|                                                        |                                                                                                              |
+| • Unsecure systems and poorly managed internal processes                                                 | Transparency of capital reserves                                        | • Periodically audit and stress-test stablecoin issuers' reserve assets                                                                                      |
+
+To learn more about technology's impact on systemic risk in banking, including examples, please see pages 60-70 of the full report.
+
+Contacts
+
+Neal Baumann
+Financial Services Industry leader
+Deloitte Global
+[email protected]
+
+Rob Galaski
+Vice-Chair and Managing Partner
+Deloitte Canada
+[email protected]
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the "Deloitte organization"). DTTL (also referred to as
+"Deloitte Global") and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL
+member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private
+companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy,
+a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately 415,000 people
+worldwide make an impact that matters at www.deloitte.com.
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited ("DTTL"), its global network of member firms or their related entities (collectively, the "Deloitte
+organization") is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should
+consult a qualified professional adviser. No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and
+none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying
+on this communication. DTTL and each of its member firms, and their related entities, are legally separate and independent entities.
+
+2023. For information, contact Deloitte Global.
+
+--- end page 2
+

gemini-folder/md/dttl-tax-technology-report-2023.md

@@ -0,0 +1,618 @@
+Deloitte.
+
+Tax in a data-driven world
+More regulations, more data, more technology
+
+--- end page 1
+
+# Data and new regulations drive tax transformation
+
+Immediate access to reliable, accurate, and fit-for-purpose tax data is essential to be
+able to meet complex tax obligations, real-time reporting requirements, and increasing
+expectations of tax transparency. Recent developments such as the OECD's Pillar
+Two rules, requiring large multinational enterprises to pay a minimum “global tax," the
+introduction of CESOP (Central Electronic System of Payment information) and ViDA rules
+(VAT in a Digital Age) in the EU, e-reporting, and e-invoicing are all examples of initiatives
+which are increasing the compliance requirements for companies and having a significant
+impact on tax strategies and operations. Advances in the way technology is used to
+identify, transform, and manage tax-related data should be an essential component of
+a business's response.
+
+“
+Pillar Two is at the forefront of our mind. We
+are still quantifying any additional liability and
+establishing any impact on our Effective Tax Rate.
+Naturally, there is a huge compliance and systems
+requirement to accommodate Pillar Two.
+
+Gemma Beck
+Head of Tax, Haleon Plc
+"
+
+Challenges such as version control, manual data collection, or getting the right format
+and level of data can delay accurate reporting and insights—insights from data being
+something the respondents to Deloitte's Tax Transformation Trends 2023 research
+highlighted as of high importance. The impact of these regulatory and digitalization
+changes can vary across companies based on their size, region, or industry. Yet, the
+overall trend has been toward growing workloads and increased complexity.
+
+Tax in a data-driven world | More regulations, more data, more technology
+2
+
+
+--- end page 2
+
+In addition, many tax authorities are collecting and sharing
+more detailed data about taxes and are requesting direct
+access to large companies' tax-related data. The digitalization
+of tax authorities elevates the need for reliable and automated
+tax models, and generating the right data, in the right format,
+at the right time. Automating data input, validation, and
+cleansing can save time and reduce risk, but is also key to
+enabling the access tax administrations increasingly require.
+
+All this at a time when businesses are starting to explore the
+role and benefits of Generative Al, and having to evaluate how
+trustworthy this technology is, the risks associated with data
+privacy, as well as the consequences for their employees.
+
+Technology can also facilitate greater visibility into tax data
+across the enterprise, which can provide insights that can
+generate value for the business when making strategic
+decisions. In short, tax departments increasingly need
+technology to help them pivot from task completion and
+cost control toward being able to extract outcome-oriented
+business insights from compliance activities through analytics.
+
+[Table 1: Progress made in implementing tax transformation strategies]
+|                                                    | Fully implemented | Plan to implement within 12 months |
+|----------------------------------------------------|--------------------|------------------------------------|
+| ERP system customized for tax issues               | 37%                | 24%                                |
+| Use of tools to monitor relevant developments in tax laws globally | 37%                | 7%                                 |
+| Tax data management solutions and/or tax professionals in company's data management team | 38%                | 6%                                 |
+| Use of advanced analytics in monitoring of key controls  | 37%                | 4%                                 |
+| Integrated processes                               | 32%                | 4%                                 |
+| Streamlining of processes not appropriate for automation | 41%                | 4%                                 |
+| Automation of tax compliance and reporting processes | 41%                | 2%                                 |
+
+Yet, when Deloitte asked 300 tax and finance professionals
+what progress they had made in implementing tax
+transformation strategies, 24% stated they intended to
+implement an ERP system customized for tax issues in the next
+12 months (Figure 1). Only 37% of respondents said their tax
+department had fully implemented the use of tools to monitor
+relevant developments in tax laws around the world. Similarly,
+many respondents reported that their tax department
+had not yet fully implemented the data management and
+technology applications required by these changes-
+introduction of tax data management solutions and/or having tax
+professionals in the company's data management team (38%), and
+integrated processes (32%).
+
+Implementing tax technology, or customizing existing ERP systems, requires identifying the appropriate issues to
+customize the system for, involving the right stakeholders internally, obtaining budget when there are competing
+demands, and devising a robust schedule of maintenance.
+
+Tax in a data-driven world | More regulations, more data, more technology 3
+
+
+--- end page 3
+
+# 1. Customizing technology
+for global compliance
+
+Compliance is a top priority for the tax department (Figure 2) but to achieve it, comply
+with Pillar Two, or calculate their global tax liability, tax departments need accurate,
+timely, tax-related data integrated across their organization. However, achieving visibility
+into enterprise-wide tax data has proven difficult for many companies, with respondents
+to Deloitte's Tax Transformation Trends 2023 survey citing integrating tax-related data
+across the company (36%) as their second-most important challenge. More than a fifth of
+respondents found challenges in having limited technology or data management expertise
+(23%), obtaining a comprehensive view of the total tax paid globally (22%), and not having
+sufficient control over technology strategy and investment (22%) (Figure 2). There is a “perfect
+storm" with the compliance challenge at least partly linked to these other factors.
+
+[Graph 2: Challenges for the tax department over the next three to five years]
+|                        | Percentage |
+| ---------------------- | ---------- |
+| Complying with evolving tax laws and regulations around the world | 43%        |
+| Integrating tax-related data across the company   | 36%        |
+| Limited technology/ data management expertise          | 23%        |
+| Lack of sufficient control over technology strategy and investment    | 22%        |
+| Obtaining a comprehensive view of the total tax paid globally         | 22%        |
+| Obtaining adequate budget           | 18%        |
+| Difficulty in aligning with company's technology transformation strategy/ approach           | 11%        |
+
+--- end page 4
+
+“
+What we see now is an increasing demand for
+more compliance requirements-I mean from the
+OECD and also coming from local authorities...
+there's demand for more automation.
+Liliane Saiani
+Head of Tax, Mercado Libre
+"
+
+The desire to continue customizing ERP systems for tax is not surprising-being able to incorporate
+flexibility and information to respond to changing tax laws will help companies comply, thereby avoiding
+penalties and costs. Modern ERP systems can provide the accurate, granular data that tax teams
+need at the legal entity level, while still supporting the management-level reporting needed by other
+stakeholders. In this way, the ERP can help support tax analytics so that companies can model the
+impact of changing tax laws in multiple jurisdictions, improving the insights used for decision making.
+
+Companies have been working to put in place the data management and technology capabilities
+demanded by today's tax environment, but many have more work to do.
+
+“
+Our approach was to first work to make ourselves
+more efficient. We're trying to transform our ERP
+landscape. It's always a challenge to wrangle all
+the different technology pieces we have.
+Kristi Doyle
+Global Tax Director, Johnson Controls
+"
+
+Tax in a data-driven world | More regulations, more data, more technology
+5
+
+
+--- end page 5
+
+# Many of the challenges appear greater for smaller companies than for larger ones. For example, respondents at companies with revenues of US$5 billion or greater were more likely to
+say that their company had fully implemented introduction of tax data management solutions and/or having tax professionals in the company's data management team (55%) than did those
+at companies with revenues of US$1 billion to US$5 billion (35%) or US$750 million to US$1 billion (25%) (Figure 3).
+
+### Figure 3: Strategies/actions fully implemented by the tax department-by company size
+[Table 1: Strategies/actions fully implemented by the tax department-by company size]
+|  | Reducing headcount | Implementation of lower-cost delivery model for lower complexity processes | Integrated processes | ERP system customized for tax issues | Processes to allow tax to be adequately considered in corporate decisions | Use of advanced analytics in monitoring of key controls | Use of tools to monitor relevant developments in tax laws globally | Tax data mgmt solutions and/or tax profs. in company's data mgmt team | Streamlining of processes not appropriate for automation | Automation of tax compliance and reporting processes | Ongoing assessment of skills required to identify any gaps | Training programs for skills required in strategic roles |
+| ----------- | ----------- | ----------- | ----------- | ----------- | ----------- | ----------- | ----------- | ----------- | ----------- | ----------- | ----------- | ----------- |
+| US$5B+ | 46% | 38% | 34% | 39% | 56% | 55% | 56% | 55% | 51% | 49% | 46% | 55% |
+| US$1B - $5B | 45% | 40% | 35% | 38% | 47% | 35% | 40% | 33% | 51% | 34% | 53% | 54% |
+| US$750M - $1B | 14% | 18% | 27% | 24% | 20% | 24% | 22% | 25% | 27% | 25% | 24% | 25% |
+
+Tax in a data-driven world | More regulations, more data, more technology 6
+
+
+--- end page 6
+
+2. Deciding how to invest
+in technology
+
+Digital transformation is embedded into most companies' agendas, but it is still difficult
+to identify clear returns on technology investment—from determining which actions
+drive the most impact, to which investments yield the highest enterprise value. With
+Generative Al also advancing at pace, it is increasingly difficult for businesses to work out
+the optimum point at which to invest at scale. When resources are constrained, it is worth
+weighing up the investment needed for developing, buying, maintaining, and replacing
+technology versus leveraging the technology of an outsource service provider.
+
+“
+We outsource as much as possible with trusted
+partners. We don't have the resources, nor the
+budget, to develop all those tools ourselves.
+Philippe de Roose
+Senior Vice President for Tax Treasury and Finance Administration,
+Radisson Hospitality Group
+"
+
+Tax in a data-driven world | More regulations, more data, more technology
+7
+
+--- end page 7
+
+# Figure 4. Benefit company has received—or could receive—from outsourcing an entire activity or function in the tax department
+
+100%
+
+75%
+
+26%
+27%
+34%
+37%
+33%
+35%
+30%
+
+50%
+
+54%
+51%
+25%
+46%
+45%
+45%
+43%
+40%
+0%
+
+Access to the
+latest technology
+capabilities
+Reduced
+operating costs
+Access to tax
+subject matter
+expertise
+Reduced need for
+capital investment in
+technology
+Ability to provide flexibility
+and quickly scale tax
+operations as needed
+Transfer of risk associated
+with technology systems or
+processes to one or more
+third parties
+Reallocation of current
+tax team to other
+strategic objectives
+Major/significant
+Some
+
+Respondents to the Tax Transformation Trends 2023 survey cited access to the latest technology capabilities (54%) even more often than reduced operating costs (51%) as a major or
+significant benefit of outsourcing (Figure 4). Reduced need for capital investment in technology (45%) was also named frequently as an important benefit. Outsourcing can provide a
+strategy for tax departments to acquire the technology tools and expertise that the current environment demands without incurring the significant capital investment that would be
+required, upfront and ongoing, if enhancements were developed in-house.
+
+While tax departments may have had discretionary budget for incremental changes, or fixing “broken” systems, wholescale finance transformation has centralized budgets, with IT
+taking a prominent role in deciding where transformation efforts will focus. This has led to a greater need for the tax department to collaborate with IT and other departments.
+
+Tax in a data-driven world | More regulations, more data, more technology
+8
+
+--- end page 8
+
+$
+# 3. Internal collaboration
+and obtaining budget
+
+Data management and IT applications are increasingly important to tax departments.
+However, in Deloitte's Tax Transformation Trends survey, 78% respondents in 2023 said
+technology strategy and planning was largely controlled by Finance or IT; 56% said that
+the tax department has input into the process, while 22% said it had little input (Figure
+5). These findings represent a change from the 2021 survey, in which tax leaders more
+often said their departments had control over technology strategy and budget. This may
+be due to an increased reliance on ERPs, rather than tax-department specific solutions,
+along with the growing need for tax to gather data from across the company-both of
+which would put more control into the hands of IT and Finance.
+
+Figure 5. Tax function role in technology strategy and planning
+
+| Feature                                            | 2021 | 2023 |
+|----------------------------------------------------|------|------|
+| Largely set/controlled by Finance or IT, with little input from Tax | 40%  | 7%   |
+| Largely set/controlled by Finance or IT, but Tax has input     | 23%  | 15%  |
+| Tax has significant autonomy over technology strategy, but limited control over Capex budget | 23%  | 56%  |
+| Tax has significant autonomy over both technology strategy and Capex budget | 14%  | 22%  |
+
+Tax in a data-driven world | More regulations, more data, more technology 9
+
+--- end page 9
+
+Here's the Markdown version of the document:
+
+here were also significant regional differences. Respondents at North American companies (40%) more often said that the tax department has significant autonomy either over
+technology strategy or over both technology strategy and budget than did those at companies headquartered in Europe (10%) or Asia Pacific (20%) (Figure 6). European and Asian
+companies typically contend with more indirect taxes, requiring complicated integration with supply chain management in ERP systems, led by Finance, while in North America the
+emphasis is on income taxes, requiring the tax department to lead. Historically, Asian companies have been geared more toward managing reporting and compliance in multiple
+jurisdictions in a decentralized manner, and as a result, were not as experienced in having a common ERP platform to solve all jurisdictional issues. This is, however, changing rapidly as
+more tax technology expertise is developing in Asia, enabling common ERP platforms and local customization.
+
+Figure 6. Tax function role in technology strategy and planning
+By region
+
+|                 | Europe | North America | Asia Pacific |
+|-----------------|--------|---------------|--------------|
+| Largely set/controlled by Finance or IT, with little input from Tax   | 6%     | 8%            | 23%          |
+| Largely set/controlled by Finance or IT, but Tax has input | 51%    | 22%           | 51%          |
+| Tax has significant autonomy over technology strategy, but limited control over Capex budget   | 29%    | 50%           | 23%          |
+| Tax has significant autonomy over both technology strategy and Capex budget | 10%    | 20%           | 3%           |
+
+Technology plays a key role in many aspects of tax operations and in transforming those operations to meet today's challenges—which was made clear in interviews with respondents.
+
+“
+It's a priority to meet compliance requirements, which are becoming significantly challenging these days, such as
+Pillar Two and e-reporting. All these new kinds of compliance are very connected to technology and digitalization.
+Jesus Bravo Fernandez
+Head of Indirect Tax, Transfer Pricing, and Tax Technology, Coca-Cola Europacific Partners
+"
+
+Tax in a data-driven world | More regulations, more data, more technology 10
+
+
+--- end page 10
+
+Many respondents said implementing a single, integrated tax platform was a key priority
+for the next few years as they pursue increased efficiency and access to better data. For
+many, there is still work to do on rationalizing fragmented technology landscapes.
+
+“
+We are looking at how do we deal with all the
+various systems, and how do we bring some
+structure and consistency and visibility in that
+chaos-what evolution and trends are happening
+from a technology point of view.
+Dirk Timmermans
+Vice President of Global Statutory Finance and Tax Operations, Johnson Controls
+"
+To make the case for budget, tax departments need to demonstrate the value they
+generate and protect for the company. Companies that have taken the top-down
+company view, managed to explain the impact of tax authority digitalization to the C-suite
+and worked collaboratively with the IT department have typically been more successful in
+building this value case.
+
+Understanding and communicating the aspiration of real-time compliance through
+direct connection between tax authorities and company systems (see the OECD's
+“Tax Administration 3.0" discussion paper) is important for ERP system design as ERP
+systems are where most transactions are handled-thinking about the long term is
+imperative, as finding a point solution now, without thinking through the potential
+requirements in five to 10 years' time, may hinder the tax department from creating
+the environment that will enable being a strategic advisor to the business. Being able to
+identify all the potential outcomes, however, is the difficult part, especially since tax laws
+and regulations still differ significantly between jurisdictions and change frequently.
+
+Tax in a data-driven world | More regulations, more data, more technology 11
+
+
+--- end page 11
+
+# 4. Finding the optimal
+implementation and
+maintenance program
+
+Tax departments often focus on immediate-need technology. Best practice, however,
+would suggest obtaining budget and developing a road map first to use the technology
+already available, identifying what might be needed in the future, and then making build-
+or-buy decisions. At this point, it's useful to have a holistic view of the tax department's
+operating model—it's not about doing everything now, but looking at increasing speed
+and accuracy, and freeing up tax professionals for more strategic business activity.
+
+Once the technology is chosen, the question is often whether to implement using
+internal resources, appoint an implementation partner, or outsource the entire function
+requiring the technology.
+
+If the decision is made to use in-house resources, tax departments need to develop
+professional teams with the new skills required, especially data management and
+technology expertise. This was evident from Deloitte's Tax Transformation Trends
+research in 2023: When asked where their tax department will have the greatest need
+for skills over the next three to five years, respondents most often named data analytics,
+data-driven strategic insights, and data management (44%)—a reflection of the growing
+importance of data-driven decision making and increased government requirements for
+direct access to companies' tax data (Figure 7 on the next page).
+
+“
+We made the strategic decision to have capable IT
+people within our tax department many years ago,
+and that has allowed us to move much more quickly
+with getting our data needs met.
+Dirk Timmermans
+Vice President of Global Statutory Finance and Tax Operations, Johnson Controls
+"
+
+Tax in a data-driven world | More regulations, more data, more technology 12
+
+
+--- end page 12
+
+Several skill areas were cited less often in 2023 than in 2021, suggesting that some companies may have made progress in addressing their talent requirement in those areas—either
+through recruitment, or by leaning more on outside providers. For example, technology transformation and process redesign was named as a top talent need by 29% of respondents
+in the current survey, compared to 43% in 2021. However, this area still ranked fourth highest among the skills needed in the next few years, indicating that many companies are still
+working to develop or acquire technology talent.
+
+Figure 7. Greatest needs in the tax department for skills over the next one to two years
+
+2021 vs. 2023
+
+[Graph 1: Greatest needs in the tax department for skills over the next one to two years]
+| Skill Area                             | 2023 (%) | 2021 (%) |
+|----------------------------------------|----------|----------|
+| Data analytics, data-driven strategic insights, and data management | 45       | 44       |
+| Specialist tax technical skills        | 40       | 34       |
+| Transactional tax skills               | 35       |          |
+| Technology transformation and process re-design | 29       | 43       |
+| Risk management                        | 29       |          |
+| Expertise in emerging areas of regulatory compliance | 27       | 36       |
+| Cross-business advisory skills         | 25       | 33       |
+| External stakeholder management        | 16       | 16       |
+| Business process skills                |          | 25       |
+| Communications skills                  |          | 10       |
+
+Note: Percentages do not add up to 100% since respondents could make multiple selections. Some items only appeared in the 2023 survey.
+
+Tax in a data-driven world | More regulations, more data, more technology 13
+
+--- end page 13
+
+# What's next?
+
+Strategic management and effective use of data as an asset will be top of mind for tax leaders as
+both global tax reform and primary stakeholders—including boards, finance functions, and financial
+institutions-continue to place data management at the center of the tax function. The tax technology
+landscape, however, is broader than ERP and identifying tax data-tax leaders also need to consider
+how many technologies are really needed to meet their needs, how many are not yet connected to
+each other, and how fast technology is changing, threatening the obsolescence of existing systems.
+
+The pace at which Generative Al technology and tooling is advancing can make it difficult for
+businesses to work out the optimum point at which to invest at scale. Generative Al activity is
+currently predominantly focused on identifying use cases and undertaking a tactical program of
+experimentation as part of a measured approach to understanding the role and impact Generative
+Al can have on a variety of business functions. There should, however, be an expectation that
+over time, Generative Al, combined with broader Al and data analytical techniques, will play an
+increasingly dominant role in the tax technology space, fueled by high levels of fluency, an expansion
+of functionality and, critically, reduced cost of deployment. All of which reinforces the need for a clear
+strategy and focus on data structures.
+
+Today, tax directors are addressing the impact of data within their tax functions and have pivoted
+by introducing new skill sets within their tax function, which is encouraging. This is, however,
+just the first step of a continuous journey in which primary stakeholders use tax data through
+analytics as a strategic enabler to drive investment decisions, often these days using dynamic
+dashboarding and modeling.
+
+The results of Deloitte's Tax Transformation Trends 2023 survey highlighted the need for data-
+driven insight from compliance activities, more agile partnering with other parts of the business,
+and a heightened need to integrate technology across functions and jurisdictions. As digitalization
+continues-accelerated by the introduction of Artificial Intelligence capabilities—tax departments will
+need to ensure their digital strategy meets an ever-changing tax regulatory landscape, is incorporated
+into and aligns with the business's overall digital transformation ambitions, and incorporates efforts
+to prepare their people and processes for accelerated transformation. Tax directors interviewed for
+Deloitte's Tax Transformation Trends research recommend embedding Tax into everyday processes
+and operations. This will lead to tax considerations in transformation efforts becoming “business as
+usual," and making building the business case for technology investment less onerous.
+
+Tax in a data-driven world | More regulations, more data, more technology
+14
+
+
+--- end page 14
+
+About the research
+Deloitte's 2023 Tax Transformation Trends
+survey engaged tax and finance executives
+to understand their strategies for tax
+operations, outsourcing, technology, and
+talent. Deloitte surveyed 300 senior tax
+and finance leaders at companies across
+a range of industries, sizes, and regions to
+understand their future vision for the tax
+function and how they plan to achieve that
+vision. Deloitte also conducted a series
+of qualitative one-on-one interviews with
+senior tax executives at large multinational
+companies to develop deeper insights into
+their tax transformation activities.
+
+Figure 8. Demographics
+
+Revenue
+
+|                         |       |
+| :---------------------- | :---- |
+| US$750M to 1B           | 43%   |
+| US$1B to 5B             | 28%   |
+| US$5B+                 | 29%   |
+
+Industry
+
+*   Life Sciences & Health Care 7%
+*   Consumer 35%
+*   Financial Services 13%
+*   Technology, Media & Telecommunications 16%
+*   Energy, Resources, & Industrials 29%
+
+Role
+
+*   C-1 19%
+*   C-2 35%
+*   C-suite 46%
+*   Finance 28%
+*   Tax 72%
+
+Headquarters location
+
+*   Asia Pacific 30%
+    *   Australia 4%
+    *   Japan 13%
+    *   China 13%
+
+*   North America 31%
+    *   United States 25%
+    *   Canada 6%
+
+*   Europe 39%
+    *   United Kingdom 18%
+    *   Netherlands 5%
+    *   Switzerland 5%
+    *   Belgium 4%
+    *   Germany 7%
+
+Survey sample size = 300
+C-suite (e.g., CFO, CAO, CTaxO) = 137
+C-1 (e.g., EVP, SVP of Tax or Finance) = 57
+C-2 (e.g., Directors, VP, Head of
+sub-division) = 106
+
+Tax in a data-driven world | More regulations, more data, more technology 15
+
+--- end page 15
+
+# Contacts
+
+Andy Gwyther
+Deloitte Global Operate Leader, Tax & Legal
+[email protected]
+
+North America
+Eric Peel
+Tax Operate Leader
+Deloitte Tax LLP (US)
+[email protected]
+
+Emily VanVleet
+Tax Operate Leader
+Deloitte Tax LLP (US)
+[email protected]
+
+Jeff Butt
+Tax & Legal Operate Leader
+Deloitte Canada
+[email protected]
+
+Arturo Camacho
+Tax & Legal Operate Leader
+Deloitte Spanish-LATAM
+[email protected]
+
+Europe, Middle East, Africa
+Christophe De Waele
+Tax & Legal Operate Leader
+Deloitte North & South Europe
+[email protected]
+
+Ana Santiago Marques
+Tax & Legal Operate Leader
+Deloitte Central Europe
+[email protected]
+
+Patrick Earlam
+Tax & Legal Operate Leader
+Deloitte Africa
+[email protected]
+
+Asia Pacific
+Christopher Roberge
+Tax Operate Leader
+Deloitte Asia Pacific
+[email protected]
+
+Tax in a data-driven world | More regulations, more data, more technology 16
+
+
+--- end page 16
+
+# Deloitte.
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the "Deloitte organization"). DTTL (also
+referred to as "Deloitte Global") and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties.
+DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.
+com/about to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private
+companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger
+economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately
+457,000 people worldwide make an impact that matters at www.deloitte.com.
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited ("DTTL"), its global network of member firms or their related entities (collectively, the "Deloitte
+organization") is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you
+should consult a qualified professional adviser.
+
+No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms,
+related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication.
+
+2024. For information, contact Deloitte Global.
+
+Designed by CoRe Creative Services. RITM1606967
+
+--- end page 17
+

gemini-folder/md/life-sciences-smart-manufacturing-services-peak-matrix-assessment-2023.md

@@ -0,0 +1,529 @@
+# Everest Group®
+
+Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix®
+Assessment 2023
+
+Focus on Deloitte
+August 2023
+
+Everest Group
+PEAK
+MATRIX®
+
+Copyright © 2023 Everest Global, Inc.
+This document has been licensed to Deloitte
+
+--- end page 1
+
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+## Introduction
+
+Historically, the traditional manufacturing industry was primarily focused on designing standardized manufacturing procedures and managing labor and mechanical systems, but with the
+emergence of Industry 4.0, technology adoption has become widespread across industries, unlocking numerous benefits. However, the life sciences industry has been slow in adopting
+technology to modernize manufacturing setups. Nevertheless, the pandemic, regulatory frameworks, and the urge to achieve operational excellence are now driving the adoption of smart
+manufacturing services.
+
+Life sciences enterprises aim to unlock benefits such as cost optimization, increased productivity, visibility, and efficiency by investing in critical use cases, including digital twins, predictive
+maintenance, etc. They are also exploring high-growth opportunities such as sustainable manufacturing, batch-to-continuous manufacturing, and manufacturing of personalized medicines.
+As the industry experiences investments in smart manufacturing, service providers are taking on the role of end-to-end digital transformation partners by co-developing solutions to assist
+enterprises in their digital journeys.
+
+In the full report, we present an assessment of 16 life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023.
+The assessment is based on Everest Group's annual RFI process for the calendar year 2023, interactions with leading life sciences service providers, client reference checks, and an
+ongoing analysis of the life sciences smart manufacturing services market.
+
+The full report includes the profiles of the following 16 leading life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix:
+
+*   Leaders: Accenture, Cognizant, Deloitte, HCLTech, and TCS
+*   Major Contenders: Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+*   Aspirants: Atos, HARMAN DTS, and NNIT
+
+Scope of this report
+
+![Figure 1: Three circular icons representing different scopes of the report with short descriptions of each. The left represents Geography, middle represents Industry and the right represents Services](image_reference)
+
+*   **Geography**
+    Global
+
+*   **Industry**
+    Life sciences
+    (biopharmaceuticals
+    and medical devices)
+
+*   **Services**
+    Life sciences smart
+    manufacturing services
+
+2
+
+
+--- end page 2
+
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+Life Sciences Smart Manufacturing Services PEAK Matrix® characteristics
+
+Leaders
+Accenture, Cognizant, Deloitte, HCLTech, and TCS
+- Leaders have positioned themselves as digital transformation partners for enterprises with end-to-end capabilities, and offer a balanced breadth of offerings across the life sciences
+manufacturing value chain
+- They demonstrate flexibility and innovation while pitching engagement models and commercial constructs, and possess a distinct talent pool specializing in the life sciences smart
+manufacturing space
+- There is a presence of a robust partnership ecosystem and investments aligned with the demand of the enterprises in the areas of digital twins, IoT-enabled analytics, cybersecurity, etc.,
+as well as high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing
+- They showcase a clear future roadmap to better supplement their internal capabilities and fill in the gaps in their existing portfolio of services through the development of IP, CoEs, and
+strategic initiatives
+
+Major Contenders
+Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+- Major Contenders comprise a varied mix of midsize and large firms. They possess a relatively less balanced portfolio compared to Leaders and are inclined toward specialization in
+certain specific areas of the value chain. Additionally, they offer limited solutions around high-growth opportunity areas such as specialty drugs manufacturing, sustainable
+manufacturing, and batch-to-continuous manufacturing
+- Major Contenders have shortcomings in certain areas of the manufacturing value chain; the prevalent approach to address smart manufacturing use cases is by harnessing
+cross-industry intellectual property, talent, and partnerships
+- They have substantiated their position within the mid-tier segment of clients by pursuing active client management and ramping up/down resources commensurate to the ask of buyers
+
+Aspirants
+Atos, HARMAN DTS, and NNIT
+- When it comes to their services portfolio, Aspirants have restricted their focus to specific areas in the life sciences manufacturing value chain, with limited digital service capabilities
+- They have a limited partnership ecosystem and place more focus on leveraging horizontal capabilities to cater to the needs of life sciences enterprises rather than developing
+domain-specific services through CoEs and strategic alliances
+- They have a dedicated focus on capturing the market share in the small and midsize buyer segment
+
+
+--- end page 3
+
+Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+# Everest Group PEAK Matrix®
+## Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023 |
+### Deloitte is positioned as a Leader
+Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 20231,2,3
+
+![Figure 1: Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023 depicting market impact vs vision & capability for various companies in the Life Sciences Smart Manufacturing Services space. The X-axis is "Vision & Capability: Measures ability to deliver services successfully" going from Low to High. The Y-axis is "Market Impact: Measures impact created in the market" also going from Low to High. The chart is divided into four quadrants: Aspirants (Low Market Impact, Low Vision & Capability), Major Contenders (Medium Market Impact, Medium Vision & Capability), and Leaders (High Market Impact, High Vision & Capability). Each company is represented by a dot and the company name. The Leaders include Deloitte, Accenture, TCS, HCLTech, and Cognizant. Major Contenders include Infosys, Capgemini, Wipro, NTT DATA, Innova Solutions, Tech Mahindra, and Birlasoft. Aspirants include NNIT, HARMAN DTS, and Atos.](image_reference)
+
+1 Assessments for Atos, Capgemini, Infosys, and NTT DATA exclude provider inputs and are based on Everest Group's proprietary Transaction Intelligence (TI) database, provider public disclosures, and Everest Group's interactions with enterprise buyers
+2 Assessment for Birlasoft, HARMAN DTS, and NNIT is based on partial primary inputs (briefings only)
+3 The assessment of Atos is completed prior to its acquisition by Eviden
+Confidentiality: Everest Group takes its confidentiality pledge very seriously. Any information we collect that is contract specific will only be presented back to the industry in an aggregated fashion
+Source: Everest Group (2023)
+
+
+--- end page 4
+
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Deloitte profile (page 1 of 6)
+
+# Overview
+
+**Company mission**
+Deloitte's Life Sciences Smart Manufacturing practice partners with life sciences enterprises in reimagining and
+reconfiguring their value chains to ensure the reliable and efficient supply of affordable and accessible therapies
+and medical products to the end customers, resulting in enhanced well-being of patients. It supports clients in
+their digital transformation journey and pushes life sciences manufacturing into the next generation of digital
+evolution. This is achieved through substantial investments in expanding global smart manufacturing
+capabilities, fostering robust partnerships, developing proprietary IP-based assets, leveraging smart factory
+technology, and nurturing talent.
+
+**Overview of the client base**
+Among its diverse customer base, Deloitte's life science smart manufacturing practice engages with the top 10
+largest global pharmaceutical enterprises, top 10 largest BioTech enterprises, 9 out of the top 10 medical device
+enterprises, and 18 out of the 21 largest life sciences enterprises.
+
+[Table 1: Revenue by line of business¹]
+|  | Low (<10%) | Medium (10-35%) | High (>35%) |
+|---|---|---|---|
+| Biopharmaceuticals |  |  |  |
+| Medical devices |  |  |  |
+| Others |  |  |  |
+
+[Table 2: Revenue by buyer size¹]
+|  | Low (<20%) | Medium (20-40%) | High (>40%) |
+|---|---|---|---|
+| Small (annual revenue <US$1 billion) |  |  |  |
+| Midsize (annual revenue US$1-10 billion) |  |  |  |
+| Large (annual revenue >US$10 billion) |  |  |  |
+
+[Table 3: Revenue by geography¹]
+|  | Low (<15%) | Medium (15-40%) | High (>40%) |
+|---|---|---|---|
+| North America |  |  |  |
+| Rest of Europe |  |  |  |
+| United Kingdom |  |  |  |
+| Asia Pacific |  |  |  |
+| Middle East & Africa |  |  |  |
+| South America |  |  |  |
+
+1 All the revenue components add up to a total of 100%
+
+
+--- end page 5
+
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+Deloitte profile (page 2 of 6)
+Case studies
+
+Case study 1
+Transformation of Quality Management System (QMS) for a global
+pharmaceutical manufacturer
+Case study 2
+NOT EXHAUSTIVE
+Developing a global security standard for the manufacturing sites of a global
+pharmaceutical enterprise
+
+Business challenge
+The client faced challenges with high costs of quality and the regulatory risks in managing compliance. It had
+basic and disconnected platforms for quality processes, and lacked integration and traceability. To address
+this, the client identified a QMS platform and set ambitious timelines to deploy multiple Quality System
+Elements (QSEs) across more than five sites.
+
+Solution
+Deloitte assisted the client in their QMS transformation journey by assessing the current state of QSEs and
+conducting a process design exercise. Additionally, it built solutions tailored to client requirements, including
+customization with next-generation functionalities, performed detailed validation and system testing, and
+supported the change management process through a training program strategy.
+
+Impact
+- Assisted the clients in realizing benefits worth US$30 million by eliminating non-value-added work, thereby
+reducing overhead expenses
+- Deployed more than 10 QSEs in 14 months across five manufacturing sites
+- Ensured QMS process adoption for more than 700 employees globally
+Business challenge
+The client recognized the necessity of developing and implementing a global security standard across all
+manufacturing and R&D sites to enhance the security maturity of Internet of Things (IoT), Industrial Control
+Systems (ICS), and Operational Technology (OT).
+
+Solution
+Deloitte implemented a tailored OT cybersecurity framework, conducted detailed site security assessments,
+and deployed monitoring solutions to enhance OT asset security monitoring, visibility, and situational
+awareness. It also deployed threat intelligence and analytics for detecting OT cybersecurity threats and
+established standards, communication plans, playbooks, and workflows for incident response and recovery.
+
+Impact
+- Deployed 14 OT security controls
+- Remediated 42 manufacturing and R&D sites
+- Identified and monitored more than 30,000 OT digital assets
+
+Everest Group® Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+6
+
+
+--- end page 6
+
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+## Deloitte profile (page 3 of 6)
+### Offerings
+
+NOT EXHAUSTIVE
+
+[Table 1: Proprietary smart manufacturing solutions – such as IP, platforms, accelerators, and tools (representative list)]
+| Solution                             | Details                                                                                                                                                                                                                                                                                                                                                                       |
+| ------------------------------------ | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |
+| Supply chain control tower platform  | It is an end-to-end platform solution that assists clients by providing prescriptive insights, monitoring transaction-level data, and offering analytical capabilities across the manufacturing and supply chain processes.                                                                                                                                                    |
+| CentralSight                         | It has the capabilities to effectively visualize a multi-tier deep supplier ecosystem, helping enterprises identify and address the associated risks within the ecosystem in a timely manner.                                                                                                                                                                                |
+| Smart factory capability compass      | It is an application that assists clients in assessing the current manufacturing maturity and readiness of their sites for smart factory investments and initiatives.                                                                                                                                                                                                         |
+| CognitiveSpark for manufacturing   | It is a cloud-based, Al-powered solution designed to assist biopharma and MedTech manufacturers with insights that help optimize manufacturing processes and improve product quality.                                                                                                                                                                                        |
+| Turnkey IoT                          | It is a suite of pre-configured solution accelerators tailored to high-potential manufacturing use cases.                                                                                                                                                                                                                                                                     |
+| Managed Extended Detection and Response (MXDR) | It is a SaaS-based, modular cybersecurity solution designed to protect enterprises from internal and external cyber threats.                                                                                                                                                                                                                                             |
+| Greenlight                         | This is a decarbonization solution designed to achieve net-zero emissions. It includes a package of dashboard modules that can ingest Green House Gas (GHG) emissions and reduce project data, enabling clients to visualize and analyze their aggregate carbon footprint.                                                                                                |
+| IDEA                                 | It is an loT-based application that helps clients manage real-time energy consumption from different sources, combining the loT approach with traditional Energy Management Systems (EMS).                                                                                                                                                                                     |
+| Digital IoT                          | It is a preconfigured Siemens MindSphere application that offers a cloud-based, open loT operating system connecting products, plants, systems, and machines. This application unifies data from Digital Product Lifecycle Management (DPLM), Data Acquisition and Management System (DAMS), Digital Manufacturing Execution System (DMES), and IoT systems onto an integrated dashboard, thereby enabling actionable insights. |
+
+Everest Group Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+7
+
+--- end page 7
+
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+## Deloitte profile (page 4 of 6)
+### Offerings
+
+[Table 1: Proprietary smart manufacturing solutions – such as IP, platforms, accelerators, and tools (representative list)]
+| Solution | Details |
+|---|---|
+| SupplyHorizon | It enables enterprises to proactively identify and mitigate supply chain issues. It leverages internal and external data, risk profiling, mitigation planning, persona-based visualizations, and Al to enable a visibility of multi-tier supply networks and sense any upcoming risks in order to mitigate disruptions. |
+| Smart manufacturing platform | This is a platform solution that enables the comprehensive view of manufacturing operations across the organization with connected data from disparate systems to create dynamic data visualizations that provide useful insights and recommended actions. It assists in predictive analytics, quality analytics, planning and management, shop floor tracking and serialization, etc. |
+| Supplier 360 | It is an end-to-end management solution that improves supplier relationships by consolidating data from various disparate sources to generate actionable insights on supplier performance, connecting stakeholders, and more. |
+
+NOT EXHAUSTIVE
+
+![Figure 1: Everest Group® Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte](image_reference)
+
+--- end page 8
+
+Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+Deloitte profile (page 5 of 6)
+Recent developments
+
+[Table 1: Key events - related to smart manufacturing services (representative list)]
+| Event name | Type of event | Year | Details |
+|---|---|---|---|
+| Industrial data fabric | Alliance | 2023 | Forged a multi-party partnership with AWS, HighByte, and Element to help manufacturers connect, structure, and manage industrial data at scale through an open industrial data framework; supports Deloitte's smart manufacturing platform and services, offering data analytics, predictive insights, and faster time-to-value for manufacturers |
+| Nubik | Acquisition | 2022 | Acquired to strengthen its presence and leadership in the Salesforce practice and firm up its relationships and offerings for mid-market clients; it will assist clients with advanced solutions in manufacturing and distribution |
+| OCT Emissions Solutions | Acquisition | 2022 | Acquired to assist clients with an end-to-end offering across the climate change and decarbonization life cycle. It provides solutions for hydrogen, carbon sequestration and offsets, and carbon dioxide cleanup |
+| AE Cloud Consultant | Acquisition | 2022 | Acquired to deploy front-end and back-end solutions for order management, production management, supply chain management, warehouse and fulfillment, procurement, etc., for enterprises |
+| Smart factories spread across global locations | Investment | 2022 | The smart factories that are spread across the globe serve as an ecosystem of smart manufacturing capabilities built on advanced technologies such as loT, cybersecurity, and digital twins; also acts as a platform that brings together solution providers, technology innovators, and academic researchers to drive innovation |
+| Check Point | Alliance | 2021 | Alliance with Check Point, a leading provider of cybersecurity solutions, to assist Deloitte in strengthening Industry 4.0 technologies by securing the enterprise manufacturing and supply chain infrastructure |
+| Syncronic | Acquisition | 2021 | Acquired to enhance its supply chain practice in the Nordics region |
+| aeCyberSolutions | Acquisition | 2021 | Acquired to strengthen its cybersecurity offerings |
+| Digital Immunity | Alliance | 2020 | Alliance with Digital Immunity to leverage Deloitte's multiple OT lab environments, such as the Smart Factory in Wichita, to accelerate deployment testing by utilizing configuration and deployment guidelines from the lab environment |
+| Nozomi | Alliance | 2020 | Alliance with Nozomi Networks to deliver IT, OT, and IoT security services in the EMEA region. This collaboration aims to assist enterprises in enhancing their threat detection capabilities and implementing effective cyber risk solutions |
+| Beelogix | Acquisition | 2019 | Acquired to expand its capabilities and leadership in SAP digital supply chain solution |
+
+
+--- end page 9
+
+Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+**Deloitte profile (page 6 of 6)**
+**Everest Group assessment – Leader**
+
+Measure of capability: Low High
+
+Market impact
+
+| Market adoption | Portfolio mix | Value delivered | Overall | Vision and strategy | Scope of services offered | Vision & capability | Innovation and investments | Delivery footprint | Overall |
+| - | - | - | - | - | - | - | - | - | - |
+|  |  |  |  |  |  |  |  |  |  |
+
+**Strengths**
+*   Deloitte has made substantial investments in developing manufacturing solutions throughout the life sciences value chain, focusing on futuristic domain use cases such as cell and gene therapy manufacturing and sustainable manufacturing. It is further reinforced by its dedicated investments in building the Wichita smart factory, which strengthens its capabilities in loT, cybersecurity, digital twins, robotics, etc.
+*   While clients highlight the premium pricing points, they acknowledge the innovative commercial constructs offered by Deloitte and perceive the dollar value per service provided to be better compared to peers
+*   Clients view Deloitte as a reliable strategic partner as it addresses both the existing and emerging business problems, even by engaging third-party providers if necessary
+*   Clients appreciate the high quality of the talent deployed and the strong technical domain knowledge they possess
+
+**Limitations**
+*   Although clients appreciate the technical and domain expertise of the talent deployed, they expect better attrition management to ensure seamless project delivery
+*   Deloitte's tendency to consistently agree with clients without conducting thorough evaluations can reveal a lack of critical assessment and hinder their ability to make decisions that align with the enterprise's expertise and best interests
+*   While clients appreciate Deloitte's strategic inputs, they look for better transparency and alignment with the enterprise stakeholders
+
+Everest Group® Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+10
+
+
+--- end page 10
+
+# Appendix
+
+Everest Group®
+11
+
+
+--- end page 11
+
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+Everest Group PEAK Matrix® is a proprietary framework for assessment of
+market impact and vision & capability
+
+Everest Group
+PEAK
+MATRIX®
+
+Everest Group PEAK Matrix
+
+High
+
+Market impact
+Measures impact created in the market
+
+Aspirants
+
+Major Contenders
+
+Leaders
+
+Low
+
+Low
+
+High
+
+Vision & capability
+Measures ability to deliver services successfully
+
+Everest Group® Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+12
+
+--- end page 12
+
+Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+# Services PEAK Matrix® evaluation dimensions
+
+Measures impact created in the market –
+captured through three subdimensions
+
+# Market adoption
+Number of clients, revenue base,
+YoY growth, and deal value/volume
+
+# Portfolio mix
+Diversity of client/revenue base across
+geographies and type of engagements
+
+# Value delivered
+Value delivered to the client based
+on customer feedback and
+transformational impact
+
+# Market impact
+Aspirants
+Major Contenders
+Leaders
+
+# Vision & capability
+Measures ability to deliver services successfully.
+This is captured through four subdimensions
+
+Everest Group
+PEAK
+MATRIX®
+
+# Vision and strategy
+Vision for the client and itself; future
+roadmap and strategy
+
+# Scope of services offered
+Depth and breadth of services portfolio
+across service subsegments/processes
+
+# Innovation and investments
+Innovation and investment in the enabling
+areas, e.g., technology IP, industry/domain
+knowledge, innovative commercial
+constructs, alliances, M&A, etc.
+
+# Delivery footprint
+Delivery footprint and global sourcing mix
+
+Everest Group® Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+13
+
+--- end page 13
+
+# FAQs
+
+Does the PEAK Matrix® assessment incorporate any subjective criteria?
+Everest Group's PEAK Matrix assessment takes an unbiased and fact-based approach that leverages provider / technology vendor RFIs and Everest Group's proprietary databases containing providers' deals
+and operational capability information. In addition, we validate/fine-tune these results based on our market experience, buyer interaction, and provider/vendor briefings.
+
+Is being a Major Contender or Aspirant on the PEAK Matrix, an unfavorable outcome?
+No. The PEAK Matrix highlights and positions only the best-in-class providers / technology vendors in a particular space. There are a number of providers from the broader universe that are assessed and do
+not make it to the PEAK Matrix at all. Therefore, being represented on the PEAK Matrix is itself a favorable recognition.
+
+What other aspects of the PEAK Matrix assessment are relevant to buyers and providers other than the PEAK Matrix positioning?
+A PEAK Matrix positioning is only one aspect of Everest Group's overall assessment. In addition to assigning a Leader, Major Contender, or Aspirant label, Everest Group highlights the distinctive capabilities
+and unique attributes of all the providers assessed on the PEAK Matrix. The detailed metric-level assessment and associated commentary are helpful for buyers in selecting providers/vendors for their specific
+requirements. They also help providers/vendors demonstrate their strengths in specific areas.
+
+What are the incentives for buyers and providers to participate/provide input to PEAK Matrix research?
+*   Enterprise participants receive summary of key findings from the PEAK Matrix assessment
+*   For providers
+    *   The RFI process is a vital way to help us keep current on capabilities; it forms the basis for our database – without participation, it is difficult to effectively match capabilities to buyer inquiries
+    *   In addition, it helps the provider/vendor organization gain brand visibility through being in included in our research reports
+
+What is the process for a provider / technology vendor to leverage its PEAK Matrix positioning?
+*   Providers/vendors can use their PEAK Matrix positioning or Star Performer rating in multiple ways including:
+    *   Issue a press release declaring positioning; see our [citation policies](citation policies)
+    *   Purchase a customized PEAK Matrix profile for circulation with clients, prospects, etc. The package includes the profile as well as quotes from Everest Group analysts, which can be used in PR
+    *   Use PEAK Matrix badges for branding across communications (e-mail signatures, marketing brochures, credential packs, client presentations, etc.)
+*   The provider must obtain the requisite licensing and distribution rights for the above activities through an agreement with Everest Group; please contact your CD or [contact us](contact us)
+
+Does the PEAK Matrix evaluation criteria change over a period of time?
+PEAK Matrix assessments are designed to serve enterprises' current and future needs. Given the dynamic nature of the global services market and rampant disruption, the assessment criteria
+are realigned as and when needed to reflect the current market reality and to serve enterprises' future expectations.
+
+
+--- end page 14
+
+Everest Group®
+With you on the journey
+
+Everest Group is a leading research firm helping business leaders make confident decisions. We guide clients through
+today's market challenges and strengthen their strategies by applying contextualized problem-solving to their unique
+situations. This drives maximized operational and financial performance and transformative experiences. Our deep
+expertise and tenacious research focused on technology, business processes, and engineering through the lenses of
+talent, sustainability, and sourcing delivers precise and action-oriented guidance. Find further details and in-depth content
+at www.everestgrp.com.
+
+Stay connected
+
+Dallas (Headquarters)
+[email protected]
++1-214-451-3000
+
+Bangalore
+[email protected]
++91-80-61463500
+
+Delhi
+[email protected]
++91-124-496-1000
+
+London
+[email protected]
++44-207-129-1318
+
+Toronto
+[email protected]
++1-214-451-3000
+
+Website
+everestgrp.com
+
+Social Media
+@EverestGroup
+in @Everest Group
++ @Everest Group
+@Everest Group
+
+Blog
+everestgrp.com/blog
+
+This document is for informational purposes only, and it is being provided
+"as is" and "as available" without any warranty of any kind, including any
+warranties of completeness, adequacy, or fitness for a particular purpose.
+Everest Group is not a legal or investment adviser; the contents of this
+document should not be construed as legal, tax, or investment advice.
+This document should not be used as a substitute for consultation with
+professional advisors, and Everest Group disclaims liability for any
+actions or decisions not to act that are taken as a result of any material
+in this publication.
+
+NOTICE AND DISCLAIMERS
+IMPORTANT INFORMATION. PLEASE REVIEW THIS NOTICE CAREFULLY AND IN ITS ENTIRETY.
+THROUGH YOUR ACCESS, YOU AGREE TO EVEREST GROUP'S TERMS OF USE.
+
+Everest Group's Terms of Use, available at www.everestgrp.com/terms-of-use/, is hereby incorporated by
+reference as if fully reproduced herein. Parts of these terms are pasted below for convenience; please refer
+to the link above for the full version of the Terms of Use.
+
+Everest Group is not registered as an investment adviser or research analyst with the U.S. Securities and
+Exchange Commission, the Financial Industry Regulatory Authority (FINRA), or any state or foreign securities
+regulatory authority. For the avoidance of doubt, Everest Group is not providing any advice concerning securities
+as defined by the law or any regulatory entity or an analysis of equity securities as defined by the law or any
+regulatory entity.
+
+All Everest Group Products and/or Services are for informational purposes only and are provided “as is” without
+any warranty of any kind. You understand and expressly agree that you assume the entire risk as to your use
+and any reliance upon any Product or Service. Everest Group is not a legal, tax, financial, or investment advisor,
+and nothing provided by Everest Group is legal, tax, financial, or investment advice. Nothing Everest Group
+provides is an offer to sell or a solicitation of an offer to purchase any securities or instruments from any entity.
+Nothing from Everest Group may be used or relied upon in evaluating the merits of any investment. Do not base
+any investment decisions, in whole or part, on anything provided by Everest Group.
+
+Products and/or Services represent research opinions or viewpoints, not representations or statements of fact.
+Accessing, using, or receiving a grant of access to an Everest Group Product and/or Service does not constitute
+any recommendation by Everest Group that recipient (1) take any action or refrain from taking any action or
+(2) enter into a particular transaction. Nothing from Everest Group will be relied upon or interpreted as a promise
+or representation as to past, present, or future performance of a business or a market. The information contained
+in any Everest Group Product and/or Service is as of the date prepared, and Everest Group has no duty or
+obligation to update or revise the information or documentation. Everest Group may have obtained information
+that appears in its Products and/or Services from the parties mentioned therein, public sources, or third-party
+sources, including information related to financials, estimates, and/or forecasts. Everest Group has not audited
+such information and assumes no responsibility for independently verifying such information as Everest Group
+has relied on such information being complete and accurate in all respects. Note, companies mentioned in
+Products and/or Services may be customers of Everest Group or have interacted with Everest Group in some
+other way, including, without limitation, participating in Everest Group research activities.
+
+--- end page 15
+

llamaparse-folder/md/2023-conocophillips-aim-presentation-1-7.md

@@ -0,0 +1,130 @@
+# ConocoPhillips
+
+# 2023 Analyst & Investor Meeting
+---
+# Todays Agenda
+
+|Item|Presenter|Title|
+|---|---|---|
+|Opening|Ryan Lance|Chairman and CEO|
+|Strategy and Portfolio|Dominic Macklon|EVP Strategy; Sustainability and Technology|
+|Alaska and International|Andy O'Brien|SVP Global Operations|
+|LNG and Commercial|Bill Bullock|EVP and CFO|
+|Lower 48|Nick Olds|EVP Lower 48|
+|Financial Plan|Bill Bullock|EVP and CFO|
+|Closing|Ryan Lance|Chairman and CEO|
+
+10-Minute Break
+
+Q&A Session
+
+ConocoPhillips 2
+---
+# Cautionary Statement
+
+This presentation provides management's current operational plan for ConocoPhillips over roughly the next decade; for the assets currently in our portfolio, and is subject to multiple assumptions; including, unless otherwise specifically noted:
+
+- an oil price of $60/BBL West Texas Intermediate in 2022 dollars, escalating at 2.25% annually;
+- an oil price of $65/BBL Brent in 2022 dollars, escalating at 2.25% annually;
+- a gas price of $3.75/MMBTU Henry Hub in 2022 dollars, escalating at 2.25% annually;
+- an international gas price of $8/MMBTU Title Transfer Facility & Japan Korea Marker in 2022 dollars, escalating at 2.25% annually;
+- cost and capital escalation in line with price escalation; planning case at $60/BBL WTI assumes capital de-escalation from levels observed in 2022;
+- all production compound annual growth rates (CAGR) are calculated for the 10-year period 2023-2032;
+- inclusion of carbon tax in the cash flow forecasts for assets where a tax is currently assessed. If no carbon tax exists for the asset; it is not included in the cash flow forecasts;
+- in the Cost of Supply calculation.
+
+Cost of Supply displayed in WTI, includes carbon tax where carbon policy exists and a proxy carbon price for assets without existing carbon policies. Please refer to the Cost of Supply definition in the Appendix for additional information on how carbon costs are included operating results. Graphics that project into a future date constitute forward-looking statements. Also, words and phrases such as "anticipate," "estimate," "believe," "budget," "continue," "could," "intend," "may," "plan," "potential," "predict," "seek," "should," "will," "would," "expect," "objective," "projection," "forecast," "goal," "guidance," "outlook," "effort," "target" can be used to identify forward-looking statements. However, the absence of these words does not mean that the statements are not forward-looking:
+
+Where, in any forward-looking statement; the company expresses an expectation or
+---
+# ConocoPhillips
+
+# Opening
+
+# Ryan Lance
+
+# Chairman and CEO
+---
+# ConocoPhillips Remains the Must-Own E&P Company
+
+# The Macro
+
+# What You'll Hear Today
+
+| |Oil Price (S/BBL WTI)| | |
+|---|---|---|---|
+|120| | | |
+|100| | | |
+|80| | | |
+| |60|S60/BBL WTI| |
+|40|Mid-Cycle Planning Price| | |
+|20|We are progressing our 2050 Net-Zero ambition and accelerating our 2030 GHG emissions intensity reduction target| | |
+|2019|2021|2023|2024+|
+
+We are committed to delivering superior returns on and of capital through the cycles.
+
+We have a deep, durable and diverse portfolio.
+---
+# We Are Committed to Our Returns-Focused Value Proposition
+
+# Triple Mandate
+
+# Foundational Principles
+
+# Clear and Consistent Priorities
+
+Aligned to Business Realities
+
+|S=|Sustain production|and pay dividend|
+|---|---|---|
+|Balance Sheet|Strength|Strength|
+
+# MEET
+
+# DELIVER
+
+# PATHWAY DEMAND
+
+# TRANSITION COMPETITIVE
+
+# RETURNS
+
+|Annual dividend growth|RETURNS|
+|---|---|
+|Disciplined Investments|Peer-Leading Distributions|
+|'A-rated balance sheet| |
+
+# ACHIEVE
+
+# NET-ZERO EMISSIONS AMBITION
+
+# ESG
+
+Excellence
+>30% of CFO
+shareholder payout
+# Deliver Superior Returns
+
+# Disciplined investment Through Cycles
+
+Cash from operations (CFO) is a non-GAAP measure defined in the Appendix and 2 emissions on a gross operated and net equity basis.
+
+ConocoPhillips
+---
+# We Are Continuously Improving
+
+| |2016|2019|2022|
+|---|---|---|---|
+|Return on Capital Employed|-4%|10%|27%|
+|Return of Capital|$1.11/share|$64.45/share|$11.73/share|
+|Net Debt|$24B|$7B|$7B|
+|Cash From Operations|$5B|$8B|$12B|
+|Free Cash Flow|$40/BBL WTI|~10 BBOE|~15 BBOE|
+|Production|1.6 MMBOED|1.3 MMBOED|1.7 MMBOED|
+|Emissions Intensity (kg CO2e/BOE)|~39|~36|~22|
+
+1 Defined in the Appendix and presented on a per-share basis using average outstanding diluted shares. 2 Gross operated GHG emissions (Scope 1 and 2), 2022 is a preliminary estimate.
+
+Cash from operations (CFO), free cash flow (FCF), net debt and return on capital employed (ROCE) are non-GAAP measures. Definitions and reconciliations are included in the Appendix.
+
+ConocoPhillips

llamaparse-folder/md/XC9500_CPLD_Family-1-4.md

@@ -0,0 +1,150 @@
+# PRODUCT OBSOLETE / UNDER OBSOLESCENCE
+
+# XC9500 In-System Programmable CPLD Family
+
+DS063 (v6.0) May 17, 2013
+
+# Features
+
+- Advanced CMOS 5V FastFLASH™ technology
+- Supports parallel programming of multiple XC9500 devices
+- High-performance
+- 5 ns pin-to-pin logic delays on all pins
+- fCNT to 125 MHz
+- Large density range
+- 36 to 288 macrocells with 800 to 6,400 usable gates
+- 5V in-system programmable
+- Endurance of 10,000 program/erase cycles
+- Program/erase over full commercial voltage and temperature range
+- Enhanced pin-locking architecture
+- Flexible 36V18 Function Block
+- 90 product terms drive any or all of 18 macrocells within Function Block
+- Global and product term clocks, output enables, set and reset signals
+- Extensive IEEE Std 1149.1 boundary-scan (JTAG) support
+- Programmable power reduction mode in each macrocell
+- Slew rate control on individual outputs
+- User programmable ground pin capability
+- Extended pattern security features for design protection
+- High-drive 24 mA outputs
+- 3.3V or 5V I/O capability
+
+# Family Overview
+
+The XC9500 CPLD family provides advanced in-system programming and test capabilities for high performance, general purpose logic integration. All devices are in-system programmable for a minimum of 10,000 program/erase cycles. Extensive IEEE 1149.1 (JTAG) boundary-scan support is also included on all family members.
+
+As shown in Table 1, logic density of the XC9500 devices ranges from 800 to over 6,400 usable gates with 36 to 288 registers, respectively. Multiple package options and associated I/O capacity are shown in Table 2. The XC9500 family is fully pin-compatible allowing easy design migration across multiple density options in a given package footprint.
+
+# Table 1: XC9500 Device Family
+
+| |XC9536|XC9572|XC95108|XC95144|XC95216|XC95288|
+|---|---|---|---|---|---|---|
+|Macrocells|36|72|108|144|216|288|
+|Usable Gates|800|1,600|2,400|3,200|4,800|6,400|
+|Registers|36|72|108|144|216|288|
+|T PD (ns)|5|7.5|7.5|7.5|10|15|
+|T SU (ns)|3.5|4.5|4.5|4.5|6.0|8.0|
+|T CO (ns)|4.0|4.5|4.5|4.5|6.0|8.0|
+|fCNT (MHz)(1)|100|125|125|125|111.1|92.2|
+|fSYSTEM (MHz)(2)|100|83.3|83.3|83.3|66.7|56.6|
+
+1. fCNT = Operating frequency for 16-bit counters.
+
+2. SYSTEM = Internal operating frequency for general purpose system designs spanning multiple FBs.
+
+© 1998–2007, 2013 Xilinx, Inc. All rights reserved. All Xilinx trademarks, registered trademarks, patents, and disclaimers are as listed at http://www.xilinx.com/legal.htm. All other trademarks and registered trademarks are the property of their respective owners. All specifications are subject to change without notice.
+
+DS063 (v6.0) May 17, 2013
+
+www.xilinx.com
+---
+# – PRODUCT OBSOLETE / UNDER OBSOLESCENCE –
+
+# XC9500 In-System Programmable CPLD Family
+
+# Table 2: Available Packages and Device I/O Pins (not including dedicated JTAG pins)
+
+| |XC9536|XC9572|XC95108|XC95144|XC95216|XC95288|
+|---|---|---|---|---|---|---|
+|44-Pin VQFP|34|-|-|-|-|-|
+|44-Pin PLCC|34|34|-|-|-|-|
+|48-Pin CSP|34|-|-|-|-|-|
+|84-Pin PLCC|-|69|69|-|-|-|
+|100-Pin TQFP|-|72|81|81|-|-|
+|100-Pin PQFP|-|72|81|81|-|-|
+|160-Pin PQFP|-|-|108|133|133|-|
+|208-Pin HQFP|-|-|-|-|166|168|
+|352-Pin BGA|-|-|-|-|166(2)|192|
+
+1. Most packages available in Pb-Free option. See individual data sheets for more details.
+
+2. 352-pin BGA package is being discontinued for the XC95216. See XCN07010 for details.
+
+# Architecture Description
+
+Each XC9500 device is a subsystem consisting of multiple Function Blocks (FBs) and I/O Blocks (IOBs) fully interconnected by the Fast CONNECT™ switch matrix. The IOB provides buffering for device inputs and outputs. Each FB provides programmable logic capability with 36 inputs and 12 to 18 outputs (depending on package pin-count) and associated output enable signals drive directly to the IOBs. See Figure 1.
+
+2 www.xilinx.com DS063 (v6.0) May 17, 2013 Product Specification
+---
+# – PRODUCT OBSOLETE / UNDER OBSOLESCENCE –
+
+# XC9500 In-System Programmable CPLD Family
+
+# 3 JTAG
+
+JTAG Port
+Controller
+In-System Programming Controller
+
+# Function Blocks
+
+|I/O|36|Function|18|Block 1|Macrocells|1 to 18|
+|---|---|---|---|---|---|---|
+|I/O|36|Function|18|Block 2|Macrocells|1 to 18|
+|I/O|36|Function|18|Block 3|Macrocells|1 to 18|
+|I/O/GCK|3|36|Function|1|I/O/GSR|2 or 4|
+|I/O/GTS| | | | | |1 to 18|
+
+# Figure 1: XC9500 Architecture
+
+Note: Function block outputs (indicated by the bold lines) drive the I/O blocks directly.
+
+# Function Block
+
+Each Function Block, as shown in Figure 2, is comprised of 90 product terms. Any number of these product terms, up to 18 independent macrocells, each capable of implementing the 90 available, can be allocated to each macrocell by the product term allocator. The FB also receives global clock, output enable, and set/reset signals. The FB generates 18 outputs that drive the Fast CONNECT switch matrix. These 18 outputs and their corresponding output enable signals also drive the IOB.
+
+Logic within the FB is implemented using a sum-of-products representation. Thirty-six inputs provide 72 true and complement signals into the programmable AND-array to form.
+
+DS063 (v6.0) May 17, 2013
+
+www.xilinx.com
+---
+# – PRODUCT OBSOLETE / UNDER OBSOLESCENCE –
+
+# XC9500 In-System Programmable CPLD Family
+
+# Macrocell 1
+
+Programmable AND-Array Term Allocators
+
+|From|Fast CONNECT II|Switch Matrix|To Fast CONNECT II|
+|---|---|---|---|
+|36|18|OUT|18|
+|To I/O Blocks|To I/O Blocks|PTOE| |
+
+# Macrocell 18
+
+1
+
+Global Set/Reset Clocks
+
+DS063_02_110501
+
+# Figure 2: XC9500 Function Block
+
+4
+
+www.xilinx.com
+
+DS063 (v6.0) May 17, 2013
+
+# Product Specification

llamaparse-folder/md/deloitte-tech-risk-sector-banking.md

@@ -0,0 +1,91 @@
+# Pushing through undercurrents
+
+# Technology’s impact on systemic risk: A look at banking
+
+As more financial institutions embrace digital innovation, risks emerge that could threaten the stability of the financial system. Some of these risks originate from a single sector. Either way, they could proliferate and become systemic without appropriate management.
+
+To understand what these technology-driven risks look like, the World Economic Forum (the Forum) and Deloitte consulted over 100 financial services and technology experts in the development of a new report, Pushing through undercurrents. This group shared more specific perspectives on the forces behind technology-driven systemic risk in the banking sector. Here’s a summary of what we learned. You can learn more in the full report from the Forum, and the executive summary from Deloitte.
+
+# Risk 1: Risk exposure from Banking as a Service offerings
+
+# What could go wrong?
+
+Banking as a service (BaaS) increasingly relies on application programming interfaces, introducing vulnerabilities that can pose risks for banks. The risk is growing because:
+
+- Customers’ sensitive data and funds may be at risk from phishing and social engineering attacks
+- Flawed APIs might provide a back door for hackers to penetrate banks’ systems
+- Noncompliance with data privacy rules by BaaS providers might expose partner banks to reputational risks
+
+This risk could become systemic if, for example, a malicious actor launches a distributed denial-of-service attack on a BaaS provider, keeping customers from accessing their accounts or making transactions.
+
+# What sectoral and regional forces could amplify the risk?
+
+- A complex BaaS technology stack
+- Limited redundancy measures
+- A lack of input validation, enabling attackers to upload malicious code into a bank’s systems through its APIs
+
+# How can the industry mitigate it?
+
+|Goal|Mitigation opportunities|
+|---|---|
+|Strong security for BaaS platforms and API connectivity|- Use input validation protocols
+- Apply network segmentation and access control measures
+|
+|Properly vetted BaaS partners|- Improve due diligence on BaaS providers
+|
+|Institutional knowledge transfer from banks to BaaS partners|- Help BaaS and other fintech providers get better at risk management and compliance
+|
+---
+# Risk 2: Inadequate stability mechanisms for stablecoin arrangements
+
+# What could go wrong?
+
+Stablecoins mimic fiat currencies but without the backing of a central bank, heightening the probability of a run. The risk is growing because:
+
+- Governance and regulatory gaps could perpetuate illicit activities that might threaten the integrity of the broader financial system
+- The novel technologies used for minting and managing stablecoins are exposed to security risks
+- The absence of a stability mechanism like deposit insurance increases the risk of a run
+
+This risk could become systemic if, for example, a significant stablecoin issuer fails to promptly honor large customer withdrawal requests, touching off a run and eventually collapsing the stablecoin arrangement.
+
+# What sectoral and regional forces could amplify the risk?
+
+# How can the industry mitigate it?
+
+|Goal|Mitigation opportunities|
+|---|---|
+|A less mature regulatory environment|Standardization and oversight of stablecoin arrangements|
+| |• Requirement for anti-money laundering and “know your customer” processes for stablecoin issuers|
+|Stringent capital controls, which may encourage individuals in those jurisdictions to park their assets in global stablecoins|Investor and customer protection|
+| |• Offer insurance coverage for stablecoin tokens|
+| |• Enforce responsible marketing rules and customer education|
+|Unsecure systems and poorly managed internal processes|Transparency of capital reserves|
+| |• Periodically audit and stress-test stablecoin issuers’ reserve assets|
+
+To learn more about technology’s impact on systemic risk in banking, including examples, please see pages 60 - 70 of the full report.
+
+# Contacts
+
+Neal Baumann
+
+Financial Services Industry leader
+
+Deloitte Global
+
+[email protected]
+
+Rob Galaski
+
+Vice-Chair and Managing Partner
+
+Deloitte Canada
+
+[email protected]
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte’s approximately 415,000 people worldwide make an impact that matters at www.deloitte.com.
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms or their related entities (collectively, the “Deloitte organization”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication. DTTL and each of its member firms, and their related entities, are legally separate and independent entities.
+
+© 2023. For information, contact Deloitte Global.

llamaparse-folder/md/dttl-tax-technology-report-2023.md

@@ -0,0 +1,287 @@
+# Tax in a data-driven world
+
+More regulations, more data, more technology
+---
+Immediate access to reliable, accurate, and fit-for-purpose tax data is essential to be able to meet complex tax obligations, real-time reporting requirements, and increasing expectations of tax transparency. Recent developments such as the OECD’s Pillar Two rules, requiring large multinational enterprises to pay a minimum “global tax,” the introduction of CESOP (Central Electronic System of Payment information) and ViDA rules (VAT in a Digital Age) in the EU, e-reporting, and e-invoicing are all examples of initiatives which are increasing the compliance requirements for companies and having a significant impact on tax strategies and operations. Advances in the way technology is used to identify, transform, and manage tax-related data should be an essential component of a business’s response.
+
+# Pillar Two is at the forefront of our mind.
+
+We are still quantifying any additional liability and establishing any impact on our Effective Tax Rate. Naturally, there is a huge compliance and systems requirement to accommodate Pillar Two.
+
+Gemma Beck
+Head of Tax, Haleon Plc
+
+Challenges such as version control, manual data collection, or getting the right format and level of data can delay accurate reporting and insights—insights from data being something the respondents to Deloitte’s Tax Transformation Trends 2023 research highlighted as of high importance. The impact of these regulatory and digitalization changes can vary across companies based on their size, region, or industry. Yet, the overall trend has been toward growing workloads and increased complexity.
+
+# Tax in a data-driven world | More regulations, more data, more technology
+---
+In addition, many tax authorities are collecting and sharing more detailed data about taxes and are requesting direct access to large companies’ tax-related data. The digitalization of tax authorities elevates the need for reliable and automated tax models, and generating the right data, in the right format, at the right time. Automating data input, validation, and cleansing can save time and reduce risk, but is also key to enabling the access tax administrations increasingly require.
+
+All this at a time when businesses are starting to explore the role and benefits of Generative AI, and having to evaluate how trustworthy this technology is, the risks associated with data privacy, as well as the consequences for their employees.
+
+Technology can also facilitate greater visibility into tax data across the enterprise, which can provide insights that can generate value for the business when making strategic decisions. In short, tax departments increasingly need technology to help them pivot from task completion and cost control toward being able to extract outcome-oriented business insights from compliance activities through analytics.
+
+Yet, when Deloitte asked 300 tax and finance professionals what progress they had made in implementing tax transformation strategies, 24% stated they intended to implement an ERP system customized for tax issues in the next 12 months (Figure 1). Only 37% of respondents said their tax department had fully implemented the use of tools to monitor relevant developments in tax laws around the world. Similarly, many respondents reported that their tax department had not yet fully implemented the data management and technology applications required by these changes—introduction of tax data management solutions and/or having tax professionals in the company’s data management team (38%), and integrated processes (32%).
+
+# Figure 1. Progress made in implementing tax transformation strategies
+
+|Fully implemented|Plan to implement within 12 months|
+|---|---|
+|ERP system customized for tax issues|24%|
+|Use of tools to monitor relevant developments in tax laws globally|7%|
+|Tax data management solutions and/or tax professionals in company’s data management team|6%|
+|Use of advanced analytics in monitoring of key controls|4%|
+|Integrated processes|4%|
+|Streamlining of processes not appropriate for automation|4%|
+|Automation of tax compliance and reporting processes|2%|
+
+Implementing tax technology, or customizing existing ERP systems, requires identifying the appropriate issues to customize the system for, involving the right stakeholders internally, obtaining budget when there are competing demands, and devising a robust schedule of maintenance.
+
+Tax in a data-driven world | More regulations, more data, more technology
+---
+Compliance is a top priority for the tax department (Figure 2) but to achieve it, comply with Pillar Two, or calculate their global tax liability, tax departments need accurate, timely, tax-related data integrated across their organization. However, achieving visibility into enterprise-wide tax data has proven difficult for many companies, with respondents to Deloitte’s Tax Transformation Trends 2023 survey citing integrating tax-related data across the company (36%) as their second-most important challenge. More than a fifth of respondents found challenges in having limited technology or data management expertise (23%), obtaining a comprehensive view of the total tax paid globally (22%), and not having sufficient control over technology strategy and investment (22%) (Figure 2). There is a “perfect storm” with the compliance challenge at least partly linked to these other factors.
+
+# Figure 2. Challenges for the tax department over the next three to five years
+
+|Percentage ranked among top 3 challenges|Challenges|Challenges|Challenges| | |
+|---|---|---|---|
+|Customizing technology for global compliance|Integrating tax-related data across the company|Limited technology/data management expertise| |
+|0%|50%|36%|25%|
+|Complying with evolving tax laws and regulations around the world|Obtaining a comprehensive view of the total tax paid globally|Obtaining adequate budget|Difficulty in aligning with company’s technology transformation strategy/approach|
+|11%|22%|22%|18%|
+
+Tax in a data-driven world | More regulations, more data, more technology
+---
+# Tax in a data-driven world | More regulations, more data, more technology
+
+What we see now is an increasing demand for more compliance requirements—I mean from the OECD and also coming from local authorities… there’s demand for more automation.
+
+Liliane Saiani
+Head of Tax, Mercado Libre
+
+The desire to continue customizing ERP systems for tax is not surprising—being able to incorporate flexibility and information to respond to changing tax laws will help companies comply, thereby avoiding penalties and costs. Modern ERP systems can provide the accurate, granular data that tax teams need at the legal entity level, while still supporting the management-level reporting needed by other stakeholders. In this way, the ERP can help support tax analytics so that companies can model the impact of changing tax laws in multiple jurisdictions, improving the insights used for decision making.
+
+Companies have been working to put in place the data management and technology capabilities demanded by today’s tax environment, but many have more work to do.
+
+Our approach was to first work to make ourselves more efficient. We’re trying to transform our ERP landscape. It’s always a challenge to wrangle all the different technology pieces we have.
+
+Kristi Doyle
+Global Tax Director, Johnson Controls
+---
+Many of the challenges appear greater for smaller companies than for larger ones. For example, respondents at companies with revenues of US$5 billion or greater were more likely to say that their company had fully implemented introduction of tax data management solutions and/or having tax professionals in the company’s data management team (55%) than did those at companies with revenues of US$1 billion to US$5 billion (35%) or US$750 million to US$1 billion (25%) (Figure 3).
+
+# Figure 3: Strategies/actions fully implemented by the tax department—by company size
+
+|Strategies/Actions|US$5B+|US$1B - $5B|US$750M - $1B| | | | | | | | | | | |
+|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
+|75%|50%| | | |25%|75%|50%|25%|75%|50%|25%| | | |
+|Reducing headcount|56%|38%|27%|45%|39%|30%|39%|24%|18%| | | | | |
+|Implementation of lower-cost delivery model for lower complexity processes|51%|46%| | |30%|47%|33%|25%| |35%|22%|14%| | |
+|Integrated processes|55%|39%| | | | | |25%|51%|40%|27%|35%|27%|2%|
+|ERP system customized for tax issues|49%|34%|18%|40%|38%|24%|24%|22%|0%| | | | | |
+|Processes to allow tax to be adequately considered in corporate decisions|56%|46%|24%| |40%|35%|27%|35%|35%|0%| | | | |
+|Use of advanced analytics in monitoring of key controls|55%|34%|22%|51%|40%| | |25%| |35%|27%|0%| | |
+|Use of tools to monitor relevant developments in tax laws globally|49%| | | | | |38%|14%|40%|35%|30%|35%|27%|0%|
+|Tax data management solutions and/or tax profs. in company’s data mgmt team|55%|39%|18%|51%|40%| | |25%| |35%|27%|0%| | |
+|Streamlining of processes not appropriate for tax compliance and reporting|49%|34%|22%|40%| | | | | |35%|27%|35%|27%|0%|
+|Automation|56%| | | | | |38%|14%|40%|35%|30%|35%|27%|0%|
+|Ongoing assessment of skills required to identify any gaps|55%|39%|18%|51%|40%| | |25%| |35%|27%|0%| | |
+|Training programs for skills required in strategic roles|56%| | | | | |38%|14%|40%|35%|30%|35%|27%|0%|
+
+Tax in a data-driven world | More regulations, more data, more technology
+---
+Digital transformation is embedded into most companies’ agendas, but it is still difficult to identify clear returns on technology investment—from determining which actions drive the most impact, to which investments yield the highest enterprise value. With Generative AI also advancing at pace, it is increasingly difficult for businesses to work out the optimum point at which to invest at scale. When resources are constrained, it is worth weighing up the investment needed for developing, buying, maintaining, and replacing technology versus leveraging the technology of an outsource service provider.
+
+We outsource as much as possible with trusted partners. We don’t have the resources, nor the budget, to develop all those tools ourselves.
+
+# 2. Deciding how to invest in technology
+
+Philippe de Roose
+
+Senior Vice President for Tax Treasury and Finance Administration, Radisson Hospitality Group
+
+Tax in a data-driven world | More regulations, more data, more technology
+
+7
+---
+# Figure 4. Benefit company has received—or could receive—from outsourcing an entire activity or function in the tax department
+
+| | | | |Major/significant|Some| | |
+|---|---|---|---|---|---|---|---|
+|Access to the latest technology capabilities|Reduced operating costs|Access to tax subject matter expertise|Reduced need for capital investment in technology|Ability to provide flexibility and quickly scale tax operations as needed|Transfer of risk associated with technology systems or processes to one or more third parties|Reallocation of current tax team to other strategic objectives| |
+|54%|51%| |46%|45%|45%|43%|40%|
+| |26%|27%|34%|33%|37%|35%|30%|
+
+Respondents to the Tax Transformation Trends 2023 survey cited access to the latest technology capabilities (54%) even more often than reduced operating costs (51%) as a major or significant benefit of outsourcing (Figure 4). Reduced need for capital investment in technology (45%) was also named frequently as an important benefit. Outsourcing can provide a strategy for tax departments to acquire the technology tools and expertise that the current environment demands without incurring the significant capital investment that would be required, upfront and ongoing, if enhancements were developed in-house.
+
+While tax departments may have had discretionary budget for incremental changes, or fixing “broken” systems, wholescale finance transformation has centralized budgets, with IT taking a prominent role in deciding where transformation efforts will focus. This has led to a greater need for the tax department to collaborate with IT and other departments.
+
+Tax in a data-driven world | More regulations, more data, more technology
+---
+Data management and IT applications are increasingly important to tax departments. However, in Deloitte’s Tax Transformation Trends survey, 78% respondents in 2023 said technology strategy and planning was largely controlled by Finance or IT; 56% said that the tax department has input into the process, while 22% said it had little input (Figure 5). These findings represent a change from the 2021 survey, in which tax leaders more often said their departments had control over technology strategy and budget. This may be due to an increased reliance on ERPs, rather than tax-department specific solutions, along with the growing need for tax to gather data from across the company—both of which would put more control into the hands of IT and Finance.
+
+# Figure 5. Tax function role in technology strategy and planning
+
+| |2021|2023|
+|---|---|---|
+|Largely set/controlled by Finance or IT, with little input from Tax|40%|7%|
+|Largely set/controlled by Finance or IT, but Tax has input|56%|15%|
+|Tax has significant autonomy over technology strategy, but limited control over Capex budget|23%|23%|
+|Tax has significant autonomy over both technology strategy and Capex budget|14%|22%|
+
+Tax in a data-driven world | More regulations, more data, more technology
+---
+There were also significant regional differences. Respondents at North American companies (40%) more often said that the tax department has significant autonomy either over technology strategy or over both technology strategy and budget than did those at companies headquartered in Europe (10%) or Asia Pacific (20%) (Figure 6). European and Asian companies typically contend with more indirect taxes, requiring complicated integration with supply chain management in ERP systems, led by Finance, while in North America the emphasis is on income taxes, requiring the tax department to lead. Historically, Asian companies have been geared more toward managing reporting and compliance in multiple jurisdictions in a decentralized manner, and as a result, were not as experienced in having a common ERP platform to solve all jurisdictional issues. This is, however, changing rapidly as more tax technology expertise is developing in Asia, enabling common ERP platforms and local customization.
+
+# Figure 6. Tax function role in technology strategy and planning
+
+# By region
+
+| | | |North America|Asia Pacific|Europe|
+|---|---|---|---|
+|4%|Largely set/controlled by Finance or IT, with little input from Tax|Largely set/controlled by Finance or IT, with little input from Tax|10%|20%| |
+|6%|Largely set/controlled by Finance or IT, but Tax has input|Largely set/controlled by Finance or IT, but Tax has input|25%|29%| |
+|22%|Tax has significant autonomy over technology strategy, but limited control over Capex budget|Tax has significant autonomy over technology strategy, but limited control over Capex budget|50%|65%| |
+| | | |51%| |Tax has significant autonomy over both technology strategy and Capex budget|
+
+Technology plays a key role in many aspects of tax operations and in transforming those operations to meet today’s challenges—which was made clear in interviews with respondents.
+
+It’s a priority to meet compliance requirements, which are becoming significantly challenging these days, such as Pillar Two and e-reporting. All these new kinds of compliance are very connected to technology and digitalization.
+
+Jesus Bravo Fernandez
+
+Head of Indirect Tax, Transfer Pricing, and Tax Technology, Coca-Cola Europacific Partners
+
+# Tax in a data-driven world | More regulations, more data, more technology
+---
+# Tax in a data-driven world | More regulations, more data, more technology
+
+Many respondents said implementing a single, integrated tax platform was a key priority for the next few years as they pursue increased efficiency and access to better data. For many, there is still work to do on rationalizing fragmented technology landscapes.
+
+We are looking at how do we deal with all the various systems, and how do we bring some structure and consistency and visibility in that chaos—what evolution and trends are happening from a technology point of view.
+
+Dirk Timmermans
+Vice President of Global Statutory Finance and Tax Operations, Johnson Controls
+
+To make the case for budget, tax departments need to demonstrate the value they generate and protect for the company. Companies that have taken the top-down company view, managed to explain the impact of tax authority digitalization to the C-suite and worked collaboratively with the IT department have typically been more successful in building this value case.
+
+Understanding and communicating the aspiration of real-time compliance through direct connection between tax authorities and company systems (see the OECD’s “Tax Administration 3.0” discussion paper) is important for ERP system design as ERP systems are where most transactions are handled—thinking about the long term is imperative, as finding a point solution now, without thinking through the potential requirements in five to 10 years’ time, may hinder the tax department from creating the environment that will enable being a strategic advisor to the business. Being able to identify all the potential outcomes, however, is the difficult part, especially since tax laws and regulations still differ significantly between jurisdictions and change frequently.
+---
+Tax departments often focus on immediate-need technology. Best practice, however, would suggest obtaining budget and developing a road map first to use the technology already available, identifying what might be needed in the future, and then making build-or-buy decisions. At this point, it’s useful to have a holistic view of the tax department’s operating model—it’s not about doing everything now, but looking at increasing speed and accuracy, and freeing up tax professionals for more strategic business activity.
+
+Once the technology is chosen, the question is often whether to implement using internal resources, appoint an implementation partner, or outsource the entire function requiring the technology.
+
+If the decision is made to use in-house resources, tax departments need to develop professional teams with the new skills required, especially data management and technology expertise. This was evident from Deloitte’s Tax Transformation Trends research in 2023: When asked where their tax department will have the greatest need for skills over the next three to five years, respondents most often named data analytics, data-driven strategic insights, and data management (44%)—a reflection of the growing importance of data-driven decision making and increased government requirements for direct access to companies’ tax data (Figure 7 on the next page).
+
+We made the strategic decision to have capable IT people within our tax department many years ago, and that has allowed us to move much more quickly with getting our data needs met.
+
+Dirk Timmermans
+
+Vice President of Global Statutory Finance and Tax Operations, Johnson Controls
+
+# Tax in a data-driven world | More regulations, more data, more technology
+---
+Several skill areas were cited less often in 2023 than in 2021, suggesting that some companies may have made progress in addressing their talent requirement in those areas—either through recruitment, or by leaning more on outside providers. For example, technology transformation and process redesign was named as a top talent need by 29% of respondents in the current survey, compared to 43% in 2021. However, this area still ranked fourth highest among the skills needed in the next few years, indicating that many companies are still working to develop or acquire technology talent.
+
+# Figure 7. Greatest needs in the tax department for skills over the next one to two years
+
+# 2021 vs. 2023
+
+| | |2023|2021| | | | | | | | | | | |
+|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
+|Percentage|Skills|Percentage|Skills| | | | | | | | | | | |
+| | |1|50%|Data analytics, data-driven strategic insights, and data management|43%|Data analytics, data-driven strategic insights, and data management| | | | | | | | |
+| | |2|45%|Specialist tax technical skills|40%|Specialist tax technical skills| | | | | | | | |
+| | | | |3|44%|Transactional tax skills|36%|Transactional tax skills| | | | | | |
+|4| | | | | | |29%|Technology transformation and process redesign|29%|Technology transformation and process redesign| | | | |
+| | | |5|36%|Risk management|25%|Risk management| | | | | | | |
+| | |6|36%|Expertise in emerging areas of regulatory compliance|25%|Expertise in emerging areas of regulatory compliance| | | | | | | | |
+| | | | | | |7|29%|Cross-business advisory skills|25%|Cross-business advisory skills| | | | |
+| | | | | | | | |8|27%|External stakeholder management|25%|External stakeholder management| | |
+| | | | |9| | | |28%|Business process skills|10%|Business process skills| | | |
+| | | | | | | | | | |10| |Communications skills| |Communications skills|
+
+Note: Percentages do not add up to 100% since respondents could make multiple selections. Some items only appeared in the 2023 survey.
+
+Tax in a data-driven world | More regulations, more data, more technology
+---
+# Strategic management and effective use of data as an asset
+
+Strategic management and effective use of data as an asset will be top of mind for tax leaders as both global tax reform and primary stakeholders—including boards, finance functions, and financial institutions—continue to place data management at the center of the tax function. The tax technology landscape, however, is broader than ERP and identifying tax data—tax leaders also need to consider how many technologies are really needed to meet their needs, how many are not yet connected to each other, and how fast technology is changing, threatening the obsolescence of existing systems.
+
+The pace at which Generative AI technology and tooling is advancing can make it difficult for businesses to work out the optimum point at which to invest at scale. Generative AI activity is currently predominantly focused on identifying use cases and undertaking a tactical program of experimentation as part of a measured approach to understanding the role and impact Generative AI can have on a variety of business functions. There should, however, be an expectation that over time, Generative AI, combined with broader AI and data analytical techniques, will play an increasingly dominant role in the tax technology space, fueled by high levels of fluency, an expansion of functionality and, critically, reduced cost of deployment. All of which reinforces the need for a clear strategy and focus on data structures.
+
+Today, tax directors are addressing the impact of data within their tax functions and have pivoted by introducing new skill sets within their tax function, which is encouraging. This is, however, just the first step of a continuous journey in which primary stakeholders use tax data through analytics as a strategic enabler to drive investment decisions, often these days using dynamic dashboarding and modeling.
+
+The results of Deloitte’s Tax Transformation Trends 2023 survey highlighted the need for data-driven insight from compliance activities, more agile partnering with other parts of the business, and a heightened need to integrate technology across functions and jurisdictions. As digitalization continues—accelerated by the introduction of Artificial Intelligence capabilities—tax departments will need to ensure their digital strategy meets an ever-changing tax regulatory landscape, is incorporated into and aligns with the business’s overall digital transformation ambitions, and incorporates efforts to prepare their people and processes for accelerated transformation. Tax directors interviewed for Deloitte’s Tax Transformation Trends research recommend embedding Tax into everyday processes and operations. This will lead to tax considerations in transformation efforts becoming “business as usual,” and making building the business case for technology investment less onerous.
+
+Tax in a data-driven world | More regulations, more data, more technology
+---
+# About the research
+
+Deloitte’s 2023 Tax Transformation Trends survey engaged tax and finance executives to understand their strategies for tax operations, outsourcing, technology, and talent. Deloitte surveyed 300 senior tax and finance leaders at companies across a range of industries, sizes, and regions to understand their future vision for the tax function and how they plan to achieve that vision. Deloitte also conducted a series of qualitative one-on-one interviews with senior tax executives at large multinational companies to develop deeper insights into their tax transformation activities.
+
+# Figure 8. Demographics
+
+|Revenue|Industry|Life Sciences & Health Care|Role|
+|---|---|---|---|
+|US$750M to 1B|43%|35%|C-1|
+| |13%|19%|C-2|
+|US$1B to 5B|28%|16%|C-suite|
+|US$5B+|29%| | |
+
+# Headquarters location
+
+|Region|Percentage|
+|---|---|
+|North America|28%|
+|Asia Pacific|30%|
+|Australia|4%|
+|Japan|13%|
+|United States|25%|
+|China|13%|
+|Canada|6%|
+|Belgium|4%|
+|Germany| |
+|Netherlands|7%|
+|United Kingdom|18%|
+|Switzerland|5%|
+
+Survey sample size = 300
+
+C-suite (e.g., CFO, CAO, CTaxO) = 137
+
+C-1 (e.g., EVP, SVP of Tax or Finance) = 57
+
+C-2 (e.g., Directors, VP, Head of sub-division) = 106
+
+# Tax in a data-driven world | More regulations, more data, more technology
+---
+# Tax in a data-driven world | More regulations, more data, more technology
+
+# Contacts
+
+|Andy Gwyther|Europe, Middle East, Africa|Deloitte Global Operate Leader, Tax & Legal|[email protected]| |
+|---|---|---|---|---|
+|Christophe De Waele|North America|Tax & Legal Operate Leader|Deloitte North & South Europe|[email protected]|
+|Eric Peel|Tax Operate Leader|Deloitte Tax LLP (US)|[email protected]| |
+|Ana Santiago Marques|Tax & Legal Operate Leader|Deloitte Central Europe|[email protected]| |
+|Emily VanVleet|Tax Operate Leader|Deloitte Tax LLP (US)|[email protected]| |
+|Patrick Earlam|Tax & Legal Operate Leader|Deloitte Africa|[email protected]| |
+|Jeff Butt|Tax & Legal Operate Leader|Deloitte Canada|[email protected]| |
+|Arturo Camacho|Tax & Legal Operate Leader|Deloitte Spanish-LATAM|[email protected]| |
+|Christopher Roberge|Tax Operate Leader|Deloitte Asia Pacific|[email protected]| |
+---
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties.
+
+DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte’s approximately 457,000 people worldwide make an impact that matters at www.deloitte.com.
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms or their related entities (collectively, the “Deloitte organization”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser.
+
+No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication.
+
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+
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@@ -0,0 +1,402 @@
+# Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Focus on Deloitte
+
+August 2023
+
+# PEAK
+
+# Everest Group
+
+Copyright © 2023 Everest Global, Inc.
+
+This document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Introduction
+
+Historically, the traditional manufacturing industry was primarily focused on designing standardized manufacturing procedures and managing labor and mechanical systems, but with the emergence of Industry 4.0, technology adoption has become widespread across industries, unlocking numerous benefits. However, the life sciences industry has been slow in adopting technology to modernize manufacturing setups. Nevertheless, the pandemic, regulatory frameworks, and the urge to achieve operational excellence are now driving the adoption of smart manufacturing services.
+
+Life sciences enterprises aim to unlock benefits such as cost optimization, increased productivity, visibility, and efficiency by investing in critical use cases, including digital twins, predictive maintenance, etc. They are also exploring high-growth opportunities such as sustainable manufacturing, batch-to-continuous manufacturing, and manufacturing of personalized medicines.
+
+As the industry experiences investments in smart manufacturing, service providers are taking on the role of end-to-end digital transformation partners by co-developing solutions to assist enterprises in their digital journeys.
+
+In the full report, we present an assessment of 16 life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023. The assessment is based on Everest Group’s annual RFI process for the calendar year 2023, interactions with leading life sciences service providers, client reference checks, and an ongoing analysis of the life sciences smart manufacturing services market.
+
+The full report includes the profiles of the following 16 leading life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix:
+
+- Leaders: Accenture, Cognizant, Deloitte, HCLTech, and TCS
+- Major Contenders: Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+- Aspirants: Atos, HARMAN DTS, and NNIT
+
+# Scope of this report
+
+|Geography|Industry|Services|
+|---|---|---|
+|Global|Life sciences (biopharmaceuticals and medical devices)|Life sciences smart manufacturing services|
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Life Sciences Smart Manufacturing Services PEAK Matrix® characteristics
+
+# Leaders
+
+- Accenture, Cognizant, Deloitte, HCLTech, and TCS
+- Leaders have positioned themselves as digital transformation partners for enterprises with end-to-end capabilities, and offer a balanced breadth of offerings across the life sciences manufacturing value chain.
+- They demonstrate flexibility and innovation while pitching engagement models and commercial constructs, and possess a distinct talent pool specializing in the life sciences smart manufacturing space.
+- There is a presence of a robust partnership ecosystem and investments aligned with the demand of the enterprises in the areas of digital twins, IoT-enabled analytics, cybersecurity, etc., as well as high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing.
+- They showcase a clear future roadmap to better supplement their internal capabilities and fill in the gaps in their existing portfolio of services through the development of IP, CoEs, and strategic initiatives.
+
+# Major Contenders
+
+- Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+- Major Contenders comprise a varied mix of midsize and large firms. They possess a relatively less balanced portfolio compared to Leaders and are inclined toward specialization in certain specific areas of the value chain. Additionally, they offer limited solutions around high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing.
+- Major Contenders have shortcomings in certain areas of the manufacturing value chain; the prevalent approach to address smart manufacturing use cases is by harnessing cross-industry intellectual property, talent, and partnerships.
+- They have substantiated their position within the mid-tier segment of clients by pursuing active client management and ramping up/down resources commensurate to the ask of buyers.
+
+# Aspirants
+
+- Atos, HARMAN DTS, and NNIT
+- When it comes to their services portfolio, Aspirants have restricted their focus to specific areas in the life sciences manufacturing value chain, with limited digital service capabilities.
+- They have a limited partnership ecosystem and place more focus on leveraging horizontal capabilities to cater to the needs of life sciences enterprises rather than developing domain-specific services through CoEs and strategic alliances.
+- They have a dedicated focus on capturing the market share in the small and midsize buyer segment.
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Everest Group PEAK Matrix®
+
+# Deloitte is positioned as a Leader
+
+# Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+|High| | |Leaders|Major Contenders|Aspirants|
+|---|---|---|---|---|---|
+|Deloitte|Accenture|TCS|HCLTech| | |
+|Low| |Cognizant|Capgemini|Wipro| |
+| |Infosys|NTT DATA|LTIMindtree| | |
+|Low|Innova Solutions|Tech Mahindra|NNIT| | |
+|Birlasoft|HARMAN DTS|Atos| | | |
+
+Measures impact created in the market
+
+Market impact
+
+Measures ability to deliver services successfully
+
+1 Assessments for Atos, Capgemini, Infosys, and NTT DATA exclude provider inputs and are based on Everest Group’s proprietary Transaction Intelligence (TI) database, provider public disclosures, and Everest Group’s interactions with enterprise buyers
+
+2 Assessment for Birlasoft, HARMAN DTS, and NNIT is based on partial primary inputs (briefings only)
+
+3 The assessment of Atos is completed prior to its acquisition by Eviden
+
+Confidentiality: Everest Group takes its confidentiality pledge very seriously. Any information we collect that is contract specific will only be presented back to the industry in an aggregated fashion
+
+Source: Everest Group (2023)
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Deloitte profile (page 1 of 6)
+
+# Overview
+
+# Company mission
+
+Deloitte's Life Sciences Smart Manufacturing practice partners with life sciences enterprises in reimagining and reconfiguring their value chains to ensure the reliable and efficient supply of affordable and accessible therapies and medical products to the end customers, resulting in enhanced well-being of patients. It supports clients in their digital transformation journey and pushes life sciences manufacturing into the next generation of digital evolution. This is achieved through substantial investments in expanding global smart manufacturing capabilities, fostering robust partnerships, developing proprietary IP-based assets, leveraging smart factory technology, and nurturing talent.
+
+# Overview of the client base
+
+Among its diverse customer base, Deloitte's life science smart manufacturing practice engages with the top 10 largest global pharmaceutical enterprises, top 10 largest BioTech enterprises, 9 out of the top 10 medical device enterprises, and 18 out of the 21 largest life sciences enterprises.
+
+# Revenue by line of business
+
+| |Low (<10%)|Medium (10-35%)|High (>35%)|
+|---|---|---|---|
+|Biopharmaceuticals| | | |
+|Medical devices| | | |
+|Others| | | |
+
+# Revenue by buyer size
+
+| |Low (<20%)|Medium (20-40%)|High (>40%)|
+|---|---|---|---|
+|Small (annual revenue <US$1 billion)| | | |
+|Midsize (annual revenue US$1-10 billion)| | | |
+|Large (annual revenue >US$10 billion)| | | |
+
+# Revenue by geography
+
+| |Low (<15%)|Medium (15-40%)|High (>40%)|
+|---|---|---|---|
+|North America| | | |
+|Rest of Europe| | | |
+|United Kingdom| | | |
+|Asia Pacific| | | |
+|Middle East & Africa| | | |
+|South America| | | |
+
+1 All the revenue components add up to a total of 100%
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Deloitte profile (page 2 of 6)
+
+# Case studies
+
+NOT EXHAUSTIVE
+
+# Case study 1
+
+# Transformation of Quality Management System (QMS) for a global pharmaceutical manufacturer
+
+# Business challenge
+
+The client faced challenges with high costs of quality and the regulatory risks in managing compliance. It had basic and disconnected platforms for quality processes, and lacked integration and traceability. To address this, the client identified a QMS platform and set ambitious timelines to deploy multiple Quality System Elements (QSEs) across more than five sites.
+
+# Solution
+
+Deloitte assisted the client in their QMS transformation journey by assessing the current state of QSEs and conducting a process design exercise. Additionally, it built solutions tailored to client requirements, including customization with next-generation functionalities, performed detailed validation and system testing, and supported the change management process through a training program strategy.
+
+# Impact
+
+- Assisted the clients in realizing benefits worth US$30 million by eliminating non-value-added work, thereby reducing overhead expenses
+- Deployed more than 10 QSEs in 14 months across five manufacturing sites
+- Ensured QMS process adoption for more than 700 employees globally
+
+# Case study 2
+
+# Developing a global security standard for the manufacturing sites of a global pharmaceutical enterprise
+
+# Business challenge
+
+The client recognized the necessity of developing and implementing a global security standard across all manufacturing and R&D sites to enhance the security maturity of Internet of Things (IoT), Industrial Control Systems (ICS), and Operational Technology (OT).
+
+# Solution
+
+Deloitte implemented a tailored OT cybersecurity framework, conducted detailed site security assessments, and deployed monitoring solutions to enhance OT asset security monitoring, visibility, and situational awareness. It also deployed threat intelligence and analytics for detecting OT cybersecurity threats and established standards, communication plans, playbooks, and workflows for incident response and recovery.
+
+# Impact
+
+- Deployed 14 OT security controls
+- Remediated 42 manufacturing and R&D sites
+- Identified and monitored more than 30,000 OT digital assets
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Deloitte profile (page 3 of 6)
+
+# Offerings
+
+|Solution|Details|
+|---|---|
+|Supply chain control tower platform|It is an end-to-end platform solution that assists clients by providing prescriptive insights, monitoring transaction-level data, and offering analytical capabilities across the manufacturing and supply chain processes.|
+|CentralSight|It has the capabilities to effectively visualize a multi-tier deep supplier ecosystem, helping enterprises identify and address the associated risks within the ecosystem in a timely manner.|
+|Smart factory capability compass|It is an application that assists clients in assessing the current manufacturing maturity and readiness of their sites for smart factory investments and initiatives.|
+|CognitiveSpark for manufacturing|It is a cloud-based, AI-powered solution designed to assist biopharma and MedTech manufacturers with insights that help optimize manufacturing processes and improve product quality.|
+|Turnkey IoT|It is a suite of pre-configured solution accelerators tailored to high-potential manufacturing use cases.|
+|Managed Extended Detection and Response (MXDR)|It is a SaaS-based, modular cybersecurity solution designed to protect enterprises from internal and external cyber threats.|
+|Greenlight|This is a decarbonization solution designed to achieve net-zero emissions. It includes a package of dashboard modules that can ingest Green House Gas (GHG) emissions and reduce project data, enabling clients to visualize and analyze their aggregate carbon footprint.|
+|IDEA|It is an IoT-based application that helps clients manage real-time energy consumption from different sources, combining the IoT approach with traditional Energy Management Systems (EMS).|
+|Digital IoT|It is a preconfigured Siemens MindSphere application that offers a cloud-based, open IoT operating system connecting products, plants, systems, and machines. This application unifies data from Digital Product Lifecycle Management (DPLM), Data Acquisition and Management System (DAMS), Digital Manufacturing Execution System (DMES), and IoT systems onto an integrated dashboard, thereby enabling actionable insights.|
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Deloitte profile (page 4 of 6)
+
+# Offerings
+
+NOT EXHAUSTIVE
+
+|Solution|Details|
+|---|---|
+|SupplyHorizon|It enables enterprises to proactively identify and mitigate supply chain issues. It leverages internal and external data, risk profiling, mitigation planning, persona-based visualizations, and AI to enable a visibility of multi-tier supply networks and sense any upcoming risks in order to mitigate disruptions.|
+|Smart manufacturing platform|This is a platform solution that enables the comprehensive view of manufacturing operations across the organization with connected data from disparate systems to create dynamic data visualizations that provide useful insights and recommended actions. It assists in predictive analytics, quality analytics, planning and management, shop floor tracking and serialization, etc.|
+|Supplier 360|It is an end-to-end management solution that improves supplier relationships by consolidating data from various disparate sources to generate actionable insights on supplier performance, connecting stakeholders, and more.|
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Deloitte profile (page 5 of 6)
+
+# Recent developments
+
+NOT EXHAUSTIVE
+
+# Key events – related to smart manufacturing services (representative list)
+
+|Event name|Type of event|Year|Details|
+|---|---|---|---|
+|Industrial data fabric|Alliance|2023|Forged a multi-party partnership with AWS, HighByte, and Element to help manufacturers connect, structure, and manage industrial data at scale through an open industrial data framework; supports Deloitte's smart manufacturing platform and services, offering data analytics, predictive insights, and faster time-to-value for manufacturers|
+|Nubik|Acquisition|2022|Acquired to strengthen its presence and leadership in the Salesforce practice and firm up its relationships and offerings for mid-market clients; it will assist clients with advanced solutions in manufacturing and distribution|
+|OCT Emissions Solutions|Acquisition|2022|Acquired to assist clients with an end-to-end offering across the climate change and decarbonization life cycle. It provides solutions for hydrogen, carbon sequestration and offsets, and carbon dioxide cleanup|
+|AE Cloud Consultant|Acquisition|2022|Acquired to deploy front-end and back-end solutions for order management, production management, supply chain management, warehouse and fulfillment, procurement, etc., for enterprises|
+|Smart factories spread across global locations|Investment|2022|The smart factories that are spread across the globe serve as an ecosystem of smart manufacturing capabilities built on advanced technologies such as IoT, cybersecurity, and digital twins; also acts as a platform that brings together solution providers, technology innovators, and academic researchers to drive innovation|
+|Check Point|Alliance|2021|Alliance with Check Point, a leading provider of cybersecurity solutions, to assist Deloitte in strengthening Industry 4.0 technologies by securing the enterprise manufacturing and supply chain infrastructure|
+|Syncronic|Acquisition|2021|Acquired to enhance its supply chain practice in the Nordics region|
+|aeCyberSolutions|Acquisition|2021|Acquired to strengthen its cybersecurity offerings|
+|Digital Immunity|Alliance|2020|Alliance with Digital Immunity to leverage Deloitte's multiple OT lab environments, such as the Smart Factory in Wichita, to accelerate deployment testing by utilizing configuration and deployment guidelines from the lab environment|
+|Nozomi|Alliance|2020|Alliance with Nozomi Networks to deliver IT, OT, and IoT security services in the EMEA region. This collaboration aims to assist enterprises in enhancing their threat detection capabilities and implementing effective cyber risk solutions|
+|Beelogix|Acquisition|2019|Acquired to expand its capabilities and leadership in SAP digital supply chain solution|
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Deloitte profile (page 6 of 6)
+
+# Everest Group assessment – Leader
+
+|Measure of capability:|Low|High|
+|---|---|---|
+|Market adoption| | |
+|Portfolio mix| | |
+|Value delivered| | |
+|Overall Vision and strategy| | |
+|Scope of services offered| | |
+|Innovation and investments| | |
+|Delivery footprint| | |
+|Overall| | |
+
+# Strengths
+
+- Deloitte has made substantial investments in developing manufacturing solutions throughout the life sciences value chain, focusing on futuristic domain use cases such as cell and gene therapy manufacturing and sustainable manufacturing. It is further reinforced by its dedicated investments in building the Wichita smart factory, which strengthens its capabilities in IoT, cybersecurity, digital twins, robotics, etc.
+- While clients highlight the premium pricing points, they acknowledge the innovative commercial constructs offered by Deloitte and perceive the dollar value per service provided to be better compared to peers.
+- Clients view Deloitte as a reliable strategic partner as it addresses both the existing and emerging business problems, even by engaging third-party providers if necessary.
+- Clients appreciate the high quality of the talent deployed and the strong technical domain knowledge they possess.
+
+# Limitations
+
+- Although clients appreciate the technical and domain expertise of the talent deployed, they expect better attrition management to ensure seamless project delivery.
+- Deloitte's tendency to consistently agree with clients without conducting thorough evaluations can reveal a lack of critical assessment and hinder their ability to make decisions that align with the enterprise's expertise and best interests.
+- While clients appreciate Deloitte’s strategic inputs, they look for better transparency and alignment with the enterprise stakeholders.
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+Appendix
+          11
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+Everest Group PEAK Matrix® is a proprietary framework for assessment of market impact and vision & capability
+
+# Everest Group PEAK Matrix
+
+|High| | | |
+|---|---|---|---|
+| |Leaders|Measures impact created in the market|Major Contenders|
+|Market impact|Market impact| | | |
+|Low| | | |
+|Aspirants|Low| | |
+|High| | | |
+| |Vision & capability| | |
+| |Measures ability to deliver services successfully| | |
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+# Services PEAK Matrix® evaluation dimensions
+
+Measures impact created in the market – captured through three subdimensions
+
+|Market adoption| | |Leaders|Number of clients, revenue base, YoY growth, and deal value/volume|
+|---|---|---|---|---|
+| | |Major Contenders|Market impact| |
+|Aspirants|Portfolio mix| | | |
+
+Diversity of client/revenue base across geographies and type of engagements
+
+Value delivered
+Aspirants
+Value delivered to the client based on customer feedback and transformational impact
+
+# Vision & capability
+
+Measures ability to deliver services successfully. This is captured through four subdimensions
+
+|Vision and strategy|Scope of services offered|Innovation and investments|Delivery footprint|
+|---|---|---|---|
+|Vision for the client and itself; future roadmap and strategy|Depth and breadth of services portfolio across service subsegments/processes|Innovation and investment in the enabling areas, e.g., technology IP, industry/domain knowledge, innovative commercial constructs, alliances, M&A, etc.|Delivery footprint and global sourcing mix|
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# FAQs
+
+# Does the PEAK Matrix® assessment incorporate any subjective criteria?
+
+Everest Group’s PEAK Matrix assessment takes an unbiased and fact-based approach that leverages provider / technology vendor RFIs and Everest Group’s proprietary databases containing providers’ deals and operational capability information. In addition, we validate/fine-tune these results based on our market experience, buyer interaction, and provider/vendor briefings.
+
+# Is being a Major Contender or Aspirant on the PEAK Matrix, an unfavorable outcome?
+
+No. The PEAK Matrix highlights and positions only the best-in-class providers / technology vendors in a particular space. There are a number of providers from the broader universe that are assessed and do not make it to the PEAK Matrix at all. Therefore, being represented on the PEAK Matrix is itself a favorable recognition.
+
+# What other aspects of the PEAK Matrix assessment are relevant to buyers and providers other than the PEAK Matrix positioning?
+
+A PEAK Matrix positioning is only one aspect of Everest Group’s overall assessment. In addition to assigning a Leader, Major Contender, or Aspirant label, Everest Group highlights the distinctive capabilities and unique attributes of all the providers assessed on the PEAK Matrix. The detailed metric-level assessment and associated commentary are helpful for buyers in selecting providers/vendors for their specific requirements. They also help providers/vendors demonstrate their strengths in specific areas.
+
+# What are the incentives for buyers and providers to participate/provide input to PEAK Matrix research?
+
+- Enterprise participants receive summary of key findings from the PEAK Matrix assessment
+- For providers
+- The RFI process is a vital way to help us keep current on capabilities; it forms the basis for our database – without participation, it is difficult to effectively match capabilities to buyer inquiries
+- In addition, it helps the provider/vendor organization gain brand visibility through being included in our research reports
+
+# What is the process for a provider / technology vendor to leverage its PEAK Matrix positioning?
+
+- Providers/vendors can use their PEAK Matrix positioning or Star Performer rating in multiple ways including:
+- Issue a press release declaring positioning; see our citation policies
+- Purchase a customized PEAK Matrix profile for circulation with clients, prospects, etc. The package includes the profile as well as quotes from Everest Group analysts, which can be used in PR
+- Use PEAK Matrix badges for branding across communications (e-mail signatures, marketing brochures, credential packs, client presentations, etc.)
+- The provider must obtain the requisite licensing and distribution rights for the above activities through an agreement with Everest Group; please contact your CD or contact us
+
+# Does the PEAK Matrix evaluation criteria change over a period of time?
+
+PEAK Matrix assessments are designed to serve enterprises’ current and future needs. Given the dynamic nature of the global services market and rampant disruption, the assessment criteria are realigned as and when needed to reflect the current market reality and to serve enterprises’ future expectations.
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte
+---
+# Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023
+
+Everest Group is a leading research firm helping business leaders make confident decisions. We guide clients through today’s market challenges and strengthen their strategies by applying contextualized problem-solving to their unique situations. This drives maximized operational and financial performance and transformative experiences. Our deep expertise and tenacious research focused on technology, business processes, and engineering through the lenses of talent, sustainability, and sourcing delivers precise and action-oriented guidance. Find further details and in-depth content at www.everestgrp.com.
+
+# NOTICE AND DISCLAIMERS
+
+IMPORTANT INFORMATION. PLEASE REVIEW THIS NOTICE CAREFULLY AND IN ITS ENTIRETY. THROUGH YOUR ACCESS, YOU AGREE TO EVEREST GROUP’S TERMS OF USE.
+
+# Stay connected
+
+|Dallas (Headquarters)|Website|Social Media|
+|---|---|---|
+|[email protected]|everestgrp.com|@EverestGroup|
+|+1-214-451-3000| |@Everest Group|
+|Bangalore| |@Everest Group|
+|[email protected]| | |
+|+91-80-61463500| | |
+|Delhi| |@Everest Group|
+|[email protected]| | |
+|+91-124-496-1000|Blog| |
+|London| |@Everest Group|
+|[email protected]| | |
+|+44-207-129-1318| | |
+|Toronto| | |
+|[email protected]| | |
+|+1-214-451-3000| | |
+
+This document is for informational purposes only, and it is being provided “as is” and “as available” without any warranty of any kind, including any warranties of completeness, adequacy, or fitness for a particular purpose.
+
+Everest Group is not a legal or investment adviser; the contents of this document should not be construed as legal, tax, or investment advice. This document should not be used as a substitute for consultation with professional advisors, and Everest Group disclaims liability for any actions or decisions not to act that are taken as a result of any material in this publication.
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte

marker-pdf-folder/md/2023-conocophillips-aim-presentation-1-7/2023-conocophillips-aim-presentation-1-7.md

@@ -0,0 +1,113 @@
+{0}------------------------------------------------
+
+Image /page/0/Picture/0 description: The image shows the logo for ConocoPhillips. The logo consists of a red, stylized shape resembling a wing or a flame above the company name. The text "ConocoPhillips" is written in a bold, sans-serif font, with the first letter of each word capitalized. The logo is simple and modern, with a focus on the company's name and a memorable visual element.
+
+## 2023 Analyst & Investor Meeting
+
+{1}------------------------------------------------
+
+### Today's Agenda
+
+Image /page/1/Picture/1 description: The image shows a red abstract logo. The logo is a stylized checkmark with a curved line. The checkmark is made up of two curved lines that meet at a point on the left side of the image. The right side of the image has a curved line that ends in a point. The logo is simple and modern.
+
+| Opening                  | Ryan Lance Chairman and CEO                                  |
+|--------------------------|--------------------------------------------------------------|
+| Strategy and Portfolio   | Dominic Macklon EVP, Strategy, Sustainability and Technology |
+| Alaska and International | Andy O'Brien SVP, Global Operations                          |
+| LNG and Commercial       | Bill Bullock EVP and CFO                                     |
+| Lower 48                 | Nick Olds EVP, Lower 48                                      |
+| Financial Plan           | Bill Bullock EVP and CFO                                     |
+| Closing                  | Ryan Lance Chairman and CEO                                  |
+
+10-Minute Break
+
+Q&A Session
+
+{2}------------------------------------------------
+
+#### Cautionary Statement
+
+Image /page/2/Picture/1 description: The image shows a red abstract shape on a white background. The shape is curved and pointed at both ends, resembling a stylized checkmark or a swooping bird. The red color is vibrant and contrasts sharply with the white background, making the shape stand out.
+
+The presention provides naragements corrent of the next beach the new contribution is subject on while assumptions, including, incultive, and estably rodet
+
+- · an oil price of \$60/BBL West Texas Intermediate in 2022 dollars, escalating at 2.25% annually;
+- an oil price of \$65/BBL Brent in 2022 dollars, escalating at 2.25% annually;
+- · a qas price of \$3.75/MMBTU Henry Hub in 2022 dollars, escalating at 2.25% annually;
+- · an international gas price of \$8/MMBTU Title Transfer Facility & Japan Korea Marker in 2022 dollars, escalating at 2,25% annually:
+- · cost and capital escalation in line with price escalation ; planning case at \$60/BBL WTL assumes capital de-escalation from levels observed in 2022;
+- · all production compound annual growth rates (CAGR) are calculated for the 10-year period 2023 2032;
+- · inclusion of carbon tax in the cash for asses where a tax is currently assessed. If no carbon tax enists for the asset it is not inquded in the cash fow forecasts:
+- · Cost of Supply is in Inteles care na when and a propo cator on and consection a estimal resident of the Aperior in the Aperior of the Aperior of the Aperial of the Area Con in the Cost of Supply calculation.
+
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+
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+
+Californy Note to U.S. material and accompins, in the films with the S.C. pristice and productions and a "Strand of Schannel of Schannel of Schannel of Schannel of Schange (B ve are crohidable for usings with the SC unteres U.S. inestor an under cosed by the of an on a not for any the M. M. S.C. capes e wable for re-SC. and for ne SC . ac be ConocoPhillips website.
+
+{3}------------------------------------------------
+
+Image /page/3/Picture/0 description: The image contains the logo for ConocoPhillips. The logo consists of a red, stylized bird-like shape above the company name. The text "ConocoPhillips" is written in a bold, sans-serif font and is black.
+
+# Opening
+
+Ryan Lance Chairman and CEO
+
+{4}------------------------------------------------
+
+#### ConocoPhillips Remains the Must-Own E&P Company
+
+Image /page/4/Picture/1 description: The image shows a red abstract shape on a white background. The shape is curved and pointed at the top left, and it curves around to the right, creating a flowing, dynamic form. The red color is vibrant and stands out against the white background, making the shape the focal point of the image.
+
+Image /page/4/Figure/2 description: This image shows a line graph titled "The Macro Oil Price (\$/BBL WTI)". The x-axis shows the years from 2019 to 2024+, and the y-axis shows the oil price in dollars per barrel. The oil price starts at around \$50/BBL in 2019, drops to almost \$0 in 2020, and then rises to a peak of \$120/BBL in 2022 before decreasing to \$80/BBL in 2023. There is a dotted line at \$60/BBL WTI, which is labeled as the mid-cycle planning price.
+
+#### What You'll Hear Today
+
+We are committed to delivering superior returns on and of capital through the cycles
+
+We have a deep, durable and diverse portfolio
+
+We are progressing our 2050 Net-Zero ambition and accelerating our 2030 GHG emissions intensity reduction target
+
+{5}------------------------------------------------
+
+#### We Are Committed to Our Returns-Focused Value Proposition
+
+Image /page/5/Picture/1 description: The image shows a red abstract logo. The logo is a stylized shape that resembles a checkmark or a bird in flight. The shape is curved and flowing, with pointed ends. The logo is simple and modern, and it is likely used to represent a company or organization.
+
+Triple Mandate Aligned to Business Realities RANSITION HAY DEMAI ACCHIFVH NET-ZERO EMISSIONS AMBITION
+
+Image /page/5/Picture/3 description: The image displays a diagram outlining foundational principles. At the center is the word "RETURNS" in red. Surrounding this central element are four key principles: "Balance Sheet Strength", "Disciplined Investments", "Peer-Leading Distributions", and "ESG Excellence", each represented by an icon. The diagram is titled "Foundational Principles" and concludes with the statement "Deliver Superior Returns Through Cycles".
+
+Priorities Sustain production and pay dividend
+
+Clear and Consistent
+
+2 Annual dividend growth
+
+3 'A'-rated balance sheet
+
+> 4 >30% of CFO shareholder payout
+
+5 Disciplined investment to enhance returns
+
+{6}------------------------------------------------
+
+### We Are Continuously Improving
+
+Image /page/6/Picture/1 description: The image shows a red abstract shape on a white background. The shape is curved and pointed at both ends, resembling a stylized checkmark or a bird in flight. The red color is vibrant and contrasts sharply with the white background, making the shape stand out.
+
+|                                          | 2016<br>\$43/BBL WTI | 2019<br>\$57/BBL WTI | 2022<br>\$94/BBL WTI | Foundational<br>Principles                   |
+|------------------------------------------|----------------------|----------------------|----------------------|----------------------------------------------|
+| Return on<br>Capital Employed            | -4%                  | 10%                  | 27%                  | Peer-Leading<br>Distributions<br>and Returns |
+| Return of Capital¹                       | \$1.11/share         | \$4.45/share         | \$11.73/share        |                                              |
+| Net Debt                                 | \$24B                | \$7B                 | \$7B                 | Balance Sheet<br>Strength                    |
+| Cash From Operations  <br>Free Cash Flow | \$5B   \$0B          | \$12B   \$5B         | \$29B   \$18B        |                                              |
+| Resource<br><\$40/BBL WTI                | ~10 BBOE             | ~15 BBOE             | ~20 BBOE             | Disciplined<br>Investments                   |
+| Production                               | 1.6 MMBOED           | 1.3 MMBOED           | 1.7 MMBOED           |                                              |
+| Emissions Intensity²<br>(kg CO₂e/BOE)    | ~39                  | ~36                  | ~22                  | ESG<br>Excellence                            |
+
+'Defined in the Appendix and presented on a person outstanding diluted shares. Gross operated GHG emisions (Scope 1 and 2), 2022 is a peliminary estimate. Cash from operations (CFC), net debt and return on capital employed (ROCE) are non-GAP measures. Definitions and reconcliations are included in the Appendi.

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marker-pdf-folder/md/XC9500_CPLD_Family-1-4/XC9500_CPLD_Family-1-4.md

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+{0}------------------------------------------------
+
+**0**
+
+Image /page/0/Picture/1 description: The image shows the logo for Xilinx. The logo consists of a stylized letter X on the left, followed by the word "XILINX" in all capital letters. A circled R symbol is located to the upper right of the word "XILINX", indicating that the logo is a registered trademark.
+
+DS063 (v6.0) May 17, 2013 **0 0 Product Specification**
+
+## **Features**
+
+k
+
+- High-performance
+	- 5 ns pin-to-pin logic delays on all pins
+	- fCNT to 125 MHz
+- Large density range
+	- 36 to 288 macrocells with 800 to 6,400 usable gates
+- 5V in-system programmable
+	- Endurance of 10,000 program/erase cycles
+	- Program/erase over full commercial voltage and temperature range
+- Enhanced pin-locking architecture
+- Flexible 36V18 Function Block
+	- 90 product terms drive any or all of 18 macrocells within Function Block
+	- Global and product term clocks, output enables, set and reset signals
+	- Extensive IEEE Std 1149.1 boundary-scan (JTAG) support
+	- Programmable power reduction mode in each macrocell
+	- Slew rate control on individual outputs
+	- User programmable ground pin capability
+	- Extended pattern security features for design protection
+	- High-drive 24 mA outputs
+	- 3.3V or 5V I/O capability
+
+#### <span id="page-0-0"></span>*Table 1:* **XC9500 Device Family**
+
+# **XC9500 In-System Programmable CPLD Family**
+
+- Advanced CMOS 5V FastFLASH™ technology
+- Supports parallel programming of multiple XC9500 devices
+
+## **Family Overview**
+
+The XC9500 CPLD family provides advanced in-system programming and test capabilities for high performance, general purpose logic integration. All devices are in-system programmable for a minimum of 10,000 program/erase cycles. Extensive IEEE 1149.1 (JTAG) boundary-scan support is also included on all family members.
+
+As shown in [Table 1](#page-0-0), logic density of the XC9500 devices ranges from 800 to over 6,400 usable gates with 36 to 288 registers, respectively. Multiple package options and associated I/O capacity are shown in [Table 2](#page-1-0). The XC9500 family is fully pin-compatible allowing easy design migration across multiple density options in a given package footprint.
+
+The XC9500 architectural features address the requirements of in-system programmability. Enhanced pin-locking capability avoids costly board rework. An expanded JTAG instruction set allows version control of programming patterns and in-system debugging. In-system programming throughout the full device operating range and a minimum of 10,000 program/erase cycles provide worry-free reconfigurations and system field upgrades.
+
+Advanced system features include output slew rate control and user-programmable ground pins to help reduce system noise. I/Os may be configured for 3.3V or 5V operation. All outputs provide 24 mA drive.
+
+|                  | XC9536 | XC9572 | XC95108 | XC95144 | XC95216 | XC95288 |
+|------------------|--------|--------|---------|---------|---------|---------|
+| Macrocells       | 36     | 72     | 108     | 144     | 216     | 288     |
+| Usable Gates     | 800    | 1,600  | 2,400   | 3,200   | 4,800   | 6,400   |
+| Registers        | 36     | 72     | 108     | 144     | 216     | 288     |
+| TPD (ns)         | 5      | 7.5    | 7.5     | 7.5     | 10      | 15      |
+| TSU (ns)         | 3.5    | 4.5    | 4.5     | 4.5     | 6.0     | 8.0     |
+| TCO (ns)         | 4.0    | 4.5    | 4.5     | 4.5     | 6.0     | 8.0     |
+| fCNT (MHz)(1)    | 100    | 125    | 125     | 125     | 111.1   | 92.2    |
+| fSYSTEM (MHz)(2) | 100    | 83.3   | 83.3    | 83.3    | 66.7    | 56.6    |
+
+1. fCNT = Operating frequency for 16-bit counters.
+
+2. fSYSTEM = Internal operating frequency for general purpose system designs spanning multiple FBs.
+
+© 1998–2007, 2013 Xilinx, Inc. All rights reserved. All Xilinx trademarks, registered trademarks, patents, and disclaimers are as listed at **<http://www.xilinx.com/legal.htm>**. All other trademarks and registered trademarks are the property of their respective owners. All specifications are subject to change without notice.
+
+{1}------------------------------------------------
+
+## **– PRODUCT OBSOLETE / UNDER OBSOLESCENCE –**
+
+#### **XC9500 In-System Programmable CPLD Family**
+
+#### <span id="page-1-0"></span>*Table 2:* **Available Packages and Device I/O Pins (not including dedicated JTAG pins)**
+
+|              | XC9536 | XC9572 | XC95108 | XC95144 | XC95216 | XC95288 |
+|--------------|--------|--------|---------|---------|---------|---------|
+| 44-Pin VQFP  | 34     | -      | -       | -       | -       | -       |
+| 44-Pin PLCC  | 34     | 34     | -       | -       | -       | -       |
+| 48-Pin CSP   | 34     | -      | -       | -       | -       | -       |
+| 84-Pin PLCC  | -      | 69     | 69      | -       | -       | -       |
+| 100-Pin TQFP | -      | 72     | 81      | 81      | -       | -       |
+| 100-Pin PQFP | -      | 72     | 81      | 81      | -       | -       |
+| 160-Pin PQFP | -      | -      | 108     | 133     | 133     | -       |
+| 208-Pin HQFP | -      | -      | -       | -       | 166     | 168     |
+| 352-Pin BGA  | -      | -      | -       | -       | 166(2)  | 192     |
+
+1. Most packages available in Pb-Free option. See individual data sheets for more details.
+
+2. 352-pin BGA package is being discontinued for the XC95216. See **[XCN07010](http://www.xilinx.com/bvdocs/notifications/xcn07010.pdf)** for details.
+
+## **Architecture Description**
+
+Each XC9500 device is a subsystem consisting of multiple Function Blocks (FBs) and I/O Blocks (IOBs) fully interconnected by the Fast CONNECT™ switch matrix. The IOB provides buffering for device inputs and outputs. Each FB provides programmable logic capability with 36 inputs and
+
+18 outputs. The Fast CONNECT switch matrix connects all FB outputs and input signals to the FB inputs. For each FB, 12 to 18 outputs (depending on package pin-count) and associated output enable signals drive directly to the IOBs. See [Figure 1.](#page-2-0)
+
+{2}------------------------------------------------
+
+## **– PRODUCT OBSOLETE / UNDER OBSOLESCENCE –**
+
+# R
+
+#### **XC9500 In-System Programmable CPLD Family**
+
+DS063_01_110501
+
+Image /page/2/Figure/5 description: The image shows the title of a figure and a note. The title of the figure is "Figure 1: XC9500 Architecture". The note says that function block outputs, which are indicated by the bold lines, drive the I/O blocks directly.
+
+# <span id="page-2-0"></span>**Function Block**
+
+Each Function Block, as shown in [Figure 2](#page-3-0), is comprised of 18 independent macrocells, each capable of implementing a combinatorial or registered function. The FB also receives global clock, output enable, and set/reset signals. The FB generates 18 outputs that drive the Fast CONNECT switch matrix. These 18 outputs and their corresponding output enable signals also drive the IOB.
+
+Logic within the FB is implemented using a sum-of-products representation. Thirty-six inputs provide 72 true and complement signals into the programmable AND-array to form
+
+90 product terms. Any number of these product terms, up to the 90 available, can be allocated to each macrocell by the product term allocator.
+
+Each FB (except for the XC9536) supports local feedback paths that allow any number of FB outputs to drive into its own programmable AND-array without going outside the FB. These paths are used for creating very fast counters and state machines where all state registers are within the same FB.
+
+{3}------------------------------------------------
+
+### **– PRODUCT OBSOLETE / UNDER OBSOLESCENCE –**
+
+#### **XC9500 In-System Programmable CPLD Family**
+
+Image /page/3/Figure/2 description: The image shows a diagram of a programmable AND-array. The array receives input from a Fast CONNECT II Switch Matrix via 36 connections. The array is connected to Product Term Allocators, which are connected to Macrocell 1 and Macrocell 18. The outputs include 18 connections to Fast CONNECT II Switch Matrix, OUT, and PTOE to I/O Blocks, as well as Global Set/Reset and Global Clocks.
+
+<span id="page-3-0"></span>*Figure 2:* **XC9500 Function Block**
+
+R

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marker-pdf-folder/md/deloitte-tech-risk-sector-banking/deloitte-tech-risk-sector-banking.md

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+{0}------------------------------------------------
+
+# Pushing through undercurrents
+
+### **Technology's impact on systemic risk: A look at banking**
+
+As more financial institutions embrace digital innovation, risks emerge that could threaten the stability of the financial system. Some of these risks originate from a single sector. Either way, they could proliferate and become systemic without appropriate management.
+
+To understand what these technology-driven risks look like, the World Economic Forum (the Forum) and Deloitte consulted over 100 financial services and technology experts in the development of a new report, Pushing through undercurrents. This group shared more specific perspectives on the forces behind technology-driven systemic risk in the banking sector. Here's a summary of what we learned. You can learn more in the *[full report](https://www.deloitte.com/global/en/Industries/financial-services/perspectives/pushing-through-undercurrents.html)  [from the Forum, and the executive summary from Deloitte.](https://www.deloitte.com/global/en/Industries/financial-services/perspectives/pushing-through-undercurrents.html)* 
+
+## **Risk 1: Risk exposure from Banking as a Service offerings**
+
+#### **What could go wrong?**
+
+Banking as a service (BaaS) increasingly relies on application programming interfaces, introducing vulnerabilities that can pose risks for banks. The risk is growing because:
+
+- **•** Customers' sensitive data and funds may be at risk from phishing and social engineering attacks
+- **•** Flawed APIs might provide a back door for hackers to penetrate banks' systems
+- **•** Noncompliance with data privacy rules by BaaS providers might expose partner banks to reputational risks
+
+This risk could become systemic if, for example, a malicious actor launches a distributed denial-of-service attack on a BaaS provider, keeping customers from accessing their accounts or making transactions.
+
+| What sectoral and regional<br>forces could amplify the risk?                                                                                                                                       | How can the industry mitigate it?                                  |                                                                                                 |
+|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------|-------------------------------------------------------------------------------------------------|
+|                                                                                                                                                                                                    | Goal                                                               | Mitigation opportunities                                                                        |
+| • A complex BaaS technology<br>stack<br>• Limited redundancy measures<br>• A lack of input validation,<br>enabling attackers to upload<br>malicious code into a bank's<br>systems through its APIs | Strong security for<br>BaaS platforms and API<br>connectivity      | • Use input validation protocols<br>• Apply network segmentation and<br>access control measures |
+|                                                                                                                                                                                                    | Properly vetted BaaS<br>partners                                   | • Improve due diligence on BaaS<br>providers                                                    |
+|                                                                                                                                                                                                    | Institutional knowledge<br>transfer from banks to BaaS<br>partners | • Help BaaS and other fintech providers<br>get better at risk management and<br>compliance      |
+
+{1}------------------------------------------------
+
+#### **Risk 2: Inadequate stability mechanisms for stablecoin arrangements** ^
+
+#### **What could go wrong?**
+
+Stablecoins mimic fiat currencies but without the backing of a central bank, heightening the probability of a run. The risk is growing because:
+
+- **•** Governance and regulatory gaps could perpetuate illicit activities that might threaten the integrity of the broader financial system
+- **•** The novel technologies used for minting and managing stablecoins are exposed to security risks
+- **•** The absence of a stability mechanism like deposit insurance increases the risk of a run
+
+This risk could become systemic if, for example, a significant stablecoin issuer fails to promptly honor large customer withdrawal requests, touching off a run and eventually collapsing the stablecoin arrangement.
+
+| What sectoral and regional                                                                                                                                                                                                                           | How can the industry mitigate it?                                                                                      |                                                                                                         |
+|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------|
+| forces could amplify the risk?                                                                                                                                                                                                                       | Goal                                                                                                                   | Mitigation opportunities                                                                                |
+| • A less mature regulatory<br>environment<br>• Stringent capital controls, which<br>may encourage individuals in<br>those jurisdictions to park their<br>assets in global stablecoins<br>• Unsecure systems and poorly<br>managed internal processes | Standardization and oversight<br>of stablecoin arrangements                                                            | • Requirement for anti-money laundering<br>and "know your customer" processes<br>for stablecoin issuers |
+| Investor and customer<br>protection                                                                                                                                                                                                                  | • Offer insurance coverage for stablecoin<br>tokens<br>• Enforce responsible marketing rules<br>and customer education |                                                                                                         |
+| Transparency of capital<br>reserves                                                                                                                                                                                                                  | • Periodically audit and stress-test<br>stablecoin issuers' reserve assets                                             |                                                                                                         |
+
+*To learn more about technology's impact on systemic risk in banking, including examples, please see pages 60-70 of the [full report.](https://www.deloitte.com/global/en/Industries/financial-services/perspectives/pushing-through-undercurrents.html?id=gx:2em:3int:4GC1000205:5awa:6fs:20230330:WEFDel)* 
+
+**Contacts**
+
+#### **Neal Baumann**
+
+Financial Services Industry leader Deloitte Global [[email protected]](mailto:nealbaumann%40deloitte.com?subject=)
+
+**Rob Galaski** Vice-Chair and Managing Partner Deloitte Canada [[email protected]](mailto:rgalaski%40deloitte.ca?subject=)
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the "Deloitte organization"). DTTL ( also referred to as "Deloitte Global") and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see [www.deloitte.com/about](http://www.deloitte.com/about) to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately 415,000 people worldwide make an impact that matters a[t www.deloitte.com](http:// www.deloitte.com).
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited ("DTTL"), its global network of member firms or their related entities (collectively, the "Deloitte organization") is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication. DTTL and each of its member firms, and their related entities, are legally separate and independent entities.
+
+© 2023. For information, contact Deloitte Global.

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marker-pdf-folder/md/dttl-tax-technology-report-2023/dttl-tax-technology-report-2023.md

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+{0}------------------------------------------------
+
+Image /page/0/Picture/1 description: The image shows a 3D rendering of a sphere and two rings. The sphere and the inner ring are white, while the outer ring is silver. The sphere and the middle ring are covered in a pattern of blue dots.
+
+### **Tax in a data-driven world**
+
+More regulations, more data, more technology
+
+{1}------------------------------------------------
+
+Image /page/1/Picture/0 description: The image shows a line graph on a laptop screen. The graph has three data points connected by lines, and there are four vertical lines representing the x-axis. The laptop is a simple outline drawing, and the entire image is in blue and white.
+
+## Data and new regulations drive tax transformation
+
+Immediate access to reliable, accurate, and fit-for-purpose tax data is essential to be able to meet complex tax obligations, real-time reporting requirements, and increasing expectations of tax transparency. Recent developments such as the OECD's Pillar Two rules, requiring large multinational enterprises to pay a minimum "global tax," the introduction of CESOP (Central Electronic System of Payment information) and ViDA rules (VAT in a Digital Age) in the EU, e-reporting, and e-invoicing are all examples of initiatives which are increasing the compliance requirements for companies and having a significant impact on tax strategies and operations. Advances in the way technology is used to identify, transform, and manage tax-related data should be an essential component of a business's response.
+
+> Pillar Two is at the forefront of our mind. We are still quantifying any additional liability and establishing any impact on our Effective Tax Rate. Naturally, there is a huge compliance and systems requirement to accommodate Pillar Two.
+
+**Gemma Beck** Head of Tax, **Haleon Plc**
+
+Challenges such as version control, manual data collection, or getting the right format and level of data can delay accurate reporting and insights—insights from data being something the respondents to Deloitte's Tax Transformation Trends 2023 research highlighted as of high importance. The impact of these regulatory and digitalization changes can vary across companies based on their size, region, or industry. Yet, the overall trend has been toward growing workloads and increased complexity.
+
+{2}------------------------------------------------
+
+In addition, many tax authorities are collecting and sharing more detailed data about taxes and are requesting direct access to large companies' tax-related data. The digitalization of tax authorities elevates the need for reliable and automated tax models, and generating the right data, in the right format, at the right time. Automating data input, validation, and cleansing can save time and reduce risk, but is also key to enabling the access tax administrations increasingly require.
+
+All this at a time when businesses are starting to explore the role and benefits of Generative AI, and having to evaluate how trustworthy this technology is, the risks associated with data privacy, as well as the consequences for their employees.
+
+Technology can also facilitate greater visibility into tax data across the enterprise, which can provide insights that can generate value for the business when making strategic decisions. In short, tax departments increasingly need technology to help them pivot from task completion and cost control toward being able to extract outcome-oriented business insights from compliance activities through analytics.
+
+Yet, when Deloitte asked 300 tax and finance professionals what progress they had made in implementing tax transformation strategies, 24% stated they intended to implement an *ERP system customized for tax issues* in the next 12 months (Figure 1). Only 37% of respondents said their tax department had fully implemented the *use of tools to monitor relevant developments in tax laws around the world*. Similarly, many respondents reported that their tax department had not yet fully implemented the data management and technology applications required by these changes introduction of *tax data management solutions and/or having tax professionals in the company's data management team* (38%), and *integrated processes* (32%).
+
+Image /page/2/Figure/4 description: The image shows the title of a figure. The title is "Figure 1. Progress made in implementing tax transformation strategies". The title is written in a dark gray font.
+
+Image /page/2/Figure/5 description: This image shows a bar graph comparing the percentage of companies that have fully implemented certain tax-related processes versus those that plan to implement them within 12 months. For example, 37% of companies have fully implemented ERP systems customized for tax issues, while 24% plan to implement them within 12 months. In contrast, 41% of companies have fully implemented automation of tax compliance and reporting processes, while only 2% plan to implement them within 12 months.
+
+Implementing tax technology, or customizing existing ERP systems, requires identifying the appropriate issues to customize the system for, involving the right stakeholders internally, obtaining budget when there are competing demands, and devising a robust schedule of maintenance.
+
+{3}------------------------------------------------
+
+Image /page/3/Picture/0 description: The image shows three gears arranged in a triangular pattern, with arrows indicating a circular motion between them. The gears are white outlines against a green background. The arrows suggest a continuous process or system where the gears are interconnected and working together.
+
+## 1. Customizing technology for global compliance
+
+- 
+- 
+- 
+- 
+- 
+- 
+- 
+- 
+- 
+- 
+
+Compliance is a top priority for the tax department (Figure 2) but to achieve it, comply with Pillar Two, or calculate their global tax liability, tax departments need accurate, timely, tax-related data integrated across their organization. However, achieving visibility into enterprise-wide tax data has proven difficult for many companies, with respondents to Deloitte's Tax Transformation Trends 2023 survey citing *integrating tax-related data across the company* (36%) as their second-most important challenge. More than a fifth of respondents found challenges in having *limited technology or data management expertise* (23%), *obtaining a comprehensive view of the total tax paid globally* (22%), and not having *sufficient control over technology strategy and investment* (22%) (Figure 2). There is a "perfect storm" with the compliance challenge at least partly linked to these other factors.
+
+### **Figure 2. Challenges for the tax department over the next three to five years**
+
+Image /page/3/Figure/15 description: This bar graph shows the percentage of companies that have difficulty with different aspects of tax law. 43% of companies have difficulty complying with evolving tax laws and regulations around the world. 36% of companies have difficulty integrating tax-related data across the company. 11% of companies have difficulty aligning with company's technology transformation strategy/approach.
+
+*Percentage ranked among top 3 challenges*
+
+{4}------------------------------------------------
+
+What we see now is an increasing demand for more compliance requirements—I mean from the OECD and also coming from local authorities… there's demand for more automation.
+
+**Liliane Saiani** Head of Tax, **Mercado Libre**
+
+The desire to continue customizing ERP systems for tax is not surprising—being able to incorporate flexibility and information to respond to changing tax laws will help companies comply, thereby avoiding penalties and costs. Modern ERP systems can provide the accurate, granular data that tax teams need at the legal entity level, while still supporting the management-level reporting needed by other stakeholders. In this way, the ERP can help support tax analytics so that companies can model the impact of changing tax laws in multiple jurisdictions, improving the insights used for decision making.
+
+Companies have been working to put in place the data management and technology capabilities demanded by today's tax environment, but many have more work to do.
+
+> Our approach was to first work to make ourselves more efficient. We're trying to transform our ERP landscape. It's always a challenge to wrangle all the different technology pieces we have.
+
+#### **Kristi Doyle**
+
+Global Tax Director, **Johnson Controls**
+
+{5}------------------------------------------------
+
+Many of the challenges appear greater for smaller companies than for larger ones. For example, respondents at companies with revenues of US\$5 billion or greater were more likely to say that their company had fully implemented introduction of *tax data management solutions and/or having tax professionals in the company's data management team* (55%) than did those at companies with revenues of US\$1 billion to US\$5 billion (35%) or US\$750 million to US\$1 billion (25%) (Figure 3).
+
+### **Figure 3: Strategies/actions fully implemented by the tax department—by company size**
+
+Image /page/5/Figure/2 description: This image is a bar graph that compares the tax processes of companies with different revenue sizes. The graph compares companies with revenues of US\$5B+, US\$1B - \$5B, and US\$750M - \$1B. The graph shows that larger companies are more likely to have implemented tax processes than smaller companies. For example, 55% of companies with revenues of US\$5B+ have training programs for skills required in strategic roles, compared to 64% of companies with revenues of US\$1B - \$5B and 39% of companies with revenues of US\$750M - \$1B.
+
+{6}------------------------------------------------
+
+Image /page/6/Picture/0 description: The image shows a line drawing of a handshake in front of a document. The handshake is between two people, and their hands are clasped together. The document behind the handshake has a signature and a check mark on it. The background is a solid teal color.
+
+# 2. Deciding how to invest in technology
+
+Image /page/6/Picture/60 description: The image is a teal background with a pattern of teal circles. The circles are arranged in a grid pattern, and the size of the circles decreases as they move towards the top of the image. The circles are also more densely packed at the bottom of the image and become more sparse as they move towards the top.
+
+Digital transformation is embedded into most companies' agendas, but it is still difficult to identify clear returns on technology investment—from determining which actions drive the most impact, to which investments yield the highest enterprise value. With Generative AI also advancing at pace, it is increasingly difficult for businesses to work out the optimum point at which to invest at scale. When resources are constrained, it is worth weighing up the investment needed for developing, buying, maintaining, and replacing technology versus leveraging the technology of an outsource service provider.
+
+> We outsource as much as possible with trusted partners. We don't have the resources, nor the budget, to develop all those tools ourselves.
+
+**Philippe de Roose** Senior Vice President for Tax Treasury and Finance Administration, **Radisson Hospitality Group**
+
+{7}------------------------------------------------
+
+Image /page/7/Figure/0 description: The image is a bar graph comparing the major/significant and some percentages of different categories. The categories include access to the latest technology capabilities, reduced operating costs, access to tax subject matter expertise, reduced need for capital investment in technology, ability to provide flexibility and quickly scale tax operations as needed, transfer of risk associated with technology systems or processes to one or more third parties, and reallocation of current tax team to other strategic objectives. The major/significant percentages range from 40% to 54%, while the some percentages range from 26% to 37%.
+
+### **Figure 4. Benefit company has received—or could receive—from outsourcing an entire activity or function in the tax department**
+
+Respondents to the Tax Transformation Trends 2023 survey cited *access to the latest technology capabilities* (54%) even more often than *reduced operating costs* (51%) as a major or significant benefit of outsourcing (Figure 4). *Reduced need for capital investment in technology* (45%) was also named frequently as an important benefit. Outsourcing can provide a strategy for tax departments to acquire the technology tools and expertise that the current environment demands without incurring the significant capital investment that would be required, upfront and ongoing, if enhancements were developed in-house.
+
+While tax departments may have had discretionary budget for incremental changes, or fixing "broken" systems, wholescale finance transformation has centralized budgets, with IT taking a prominent role in deciding where transformation efforts will focus. This has led to a greater need for the tax department to collaborate with IT and other departments.
+
+{8}------------------------------------------------
+
+Image /page/8/Picture/0 description: The image shows a white outline of a money bag with a dollar sign on it, next to a stack of four coins. The money bag is full and tied at the top. The background is green. 
+
+# 3. Internal collaboration and obtaining budget
+
+Data management and IT applications are increasingly important to tax departments. However, in Deloitte's Tax Transformation Trends survey, 78% respondents in 2023 said technology strategy and planning was largely controlled by Finance or IT; 56% said that the tax department has input into the process, while 22% said it had little input (Figure 5). These findings represent a change from the 2021 survey, in which tax leaders more often said their departments had control over technology strategy and budget. This may be due to an increased reliance on ERPs, rather than tax-department specific solutions, along with the growing need for tax to gather data from across the company—both of which would put more control into the hands of IT and Finance.
+
+**Figure 5. Tax function role in technology strategy and planning**
+
+Image /page/8/Figure/6 description: The image shows a comparison of tax autonomy in 2021 and 2023. In 2021, 40% of tax functions were largely set/controlled by Finance or IT with little input from tax, while in 2023, only 7% were. In 2021, 14% of tax functions were largely set/controlled by Finance or IT, but tax had input, while in 2023, 22% were. In 2023, 56% of tax functions had significant autonomy over technology strategy, but limited control over Capex budget.
+
+**Tax in a data-driven world** | More regulations, more data, more technology 9
+
+{9}------------------------------------------------
+
+There were also significant regional differences. Respondents at North American companies (40%) more often said that the tax department has significant autonomy either over technology strategy or over both technology strategy and budget than did those at companies headquartered in Europe (10%) or Asia Pacific (20%) (Figure 6). European and Asian companies typically contend with more indirect taxes, requiring complicated integration with supply chain management in ERP systems, led by Finance, while in North America the emphasis is on income taxes, requiring the tax department to lead. Historically, Asian companies have been geared more toward managing reporting and compliance in multiple jurisdictions in a decentralized manner, and as a result, were not as experienced in having a common ERP platform to solve all jurisdictional issues. This is, however, changing rapidly as more tax technology expertise is developing in Asia, enabling common ERP platforms and local customization.
+
+**Figure 6. Tax function role in technology strategy and planning** By region
+
+Image /page/9/Figure/2 description: The image shows three donut charts comparing the level of tax control over technology strategy and Capex budget in Europe, North America, and Asia Pacific. In Europe, 65% of technology strategy and Capex budget are largely set/controlled by Finance or IT, but Tax has input, 25% are largely set/controlled by Finance or IT, with little input from Tax, 6% have tax with significant autonomy over technology strategy, but limited control over Capex budget, and 4% have tax with significant autonomy over both technology strategy and Capex budget. In North America, 50% of technology strategy and Capex budget are largely set/controlled by Finance or IT, but Tax has input, 10% are largely set/controlled by Finance or IT, with little input from Tax, 22% have tax with significant autonomy over technology strategy, but limited control over Capex budget, and 18% have tax with significant autonomy over both technology strategy and Capex budget. In Asia Pacific, 51% of technology strategy and Capex budget are largely set/controlled by Finance or IT, but Tax has input, 29% are largely set/controlled by Finance or IT, with little input from Tax, and 20% have tax with significant autonomy over technology strategy, but limited control over Capex budget.
+
+Technology plays a key role in many aspects of tax operations and in transforming those operations to meet today's challenges—which was made clear in interviews with respondents.
+
+It's a priority to meet compliance requirements, which are becoming significantly challenging these days, such as Pillar Two and e-reporting. All these new kinds of compliance are very connected to technology and digitalization.
+
+#### **Jesus Bravo Fernandez**
+
+Head of Indirect Tax, Transfer Pricing, and Tax Technology, **Coca-Cola Europacific Partners**
+
+{10}------------------------------------------------
+
+Many respondents said implementing a single, integrated tax platform was a key priority for the next few years as they pursue increased efficiency and access to better data. For many, there is still work to do on rationalizing fragmented technology landscapes.
+
+> We are looking at how do we deal with all the various systems, and how do we bring some structure and consistency and visibility in that chaos—what evolution and trends are happening from a technology point of view.
+
+**Dirk Timmermans**
+
+Vice President of Global Statutory Finance and Tax Operations, **Johnson Controls**
+
+To make the case for budget, tax departments need to demonstrate the value they generate and protect for the company. Companies that have taken the top-down company view, managed to explain the impact of tax authority digitalization to the C-suite and worked collaboratively with the IT department have typically been more successful in building this value case.
+
+Understanding and communicating the aspiration of real-time compliance through direct connection between tax authorities and company systems (see the OECD's "[Tax Administration 3.0](https://www.oecd.org/tax/forum-on-tax-administration/publications-and-products/tax-administration-3-0-the-digital-transformation-of-tax-administration.htm)" discussion paper) is important for ERP system design as ERP systems are where most transactions are handled—thinking about the long term is imperative, as finding a point solution now, without thinking through the potential requirements in five to 10 years' time, may hinder the tax department from creating the environment that will enable being a strategic advisor to the business. Being able to identify all the potential outcomes, however, is the difficult part, especially since tax laws and regulations still differ significantly between jurisdictions and change frequently.
+
+Image /page/10/Picture/6 description: The image shows a 3D rendering of several rings and a sphere. The rings are arranged in a circular pattern, with one ring surrounding the sphere. The sphere is located in the center of the image. The rings and sphere are all white, with a light blue dot pattern on one of the rings and the sphere. The background is white.
+
+{11}------------------------------------------------
+
+Image /page/11/Picture/0 description: The image shows a white outline of a conveyor belt with a gear above it against a blue background. The conveyor belt has two rollers on either end, and the gear is positioned in the center above the belt. The gear has several teeth and a circular center.
+
+## 4. Finding the optimal implementation and maintenance program
+
+Tax departments often focus on immediate-need technology. Best practice, however, would suggest obtaining budget and developing a road map first to use the technology already available, identifying what might be needed in the future, and then making buildor-buy decisions. At this point, it's useful to have a holistic view of the tax department's operating model—it's not about doing everything now, but looking at increasing speed and accuracy, and freeing up tax professionals for more strategic business activity.
+
+Once the technology is chosen, the question is often whether to implement using internal resources, appoint an implementation partner, or outsource the entire function requiring the technology.
+
+If the decision is made to use in-house resources, tax departments need to develop professional teams with the new skills required, especially data management and technology expertise. This was evident from Deloitte's Tax Transformation Trends research in 2023: When asked where their tax department will have the greatest need for skills over the next three to five years, respondents most often named *data analytics, data-driven strategic insights, and data management* (44%)—a reflection of the growing importance of data-driven decision making and increased government requirements for direct access to companies' tax data (Figure 7 on the next page).
+
+> We made the strategic decision to have capable IT people within our tax department many years ago, and that has allowed us to move much more quickly with getting our data needs met.
+
+#### **Dirk Timmermans**
+
+Vice President of Global Statutory Finance and Tax Operations, **Johnson Controls**
+
+{12}------------------------------------------------
+
+Several skill areas were cited less often in 2023 than in 2021, suggesting that some companies may have made progress in addressing their talent requirement in those areas—either through recruitment, or by leaning more on outside providers. For example, *technology transformation and process redesign* was named as a top talent need by 29% of respondents in the current survey, compared to 43% in 2021. However, this area still ranked fourth highest among the skills needed in the next few years, indicating that many companies are still working to develop or acquire technology talent.
+
+### **Figure 7. Greatest needs in the tax department for skills over the next one to two years**
+
+Image /page/12/Figure/176 description: The image is a bar graph comparing the percentage of skills needed in 2021 and 2023. The x-axis lists different skills, such as data analytics, specialist tax technical skills, transactional tax skills, technology transformation and process re-design, risk management, expertise in emerging areas of regulatory compliance, cross-business advisory skills, external stakeholder management, business process skills, and communications skills. The y-axis shows the percentage, ranging from 0% to 50%. For example, data analytics skills were at 45% in 2021 and 44% in 2023.
+
+2021 vs. 2023
+
+Note: Percentages do not add up to 100% since respondents could make multiple selections. Some items only appeared in the 2023 survey.
+
+{13}------------------------------------------------
+
+Image /page/13/Picture/0 description: The image shows a document with a shield and checkmarks, along with a pen. The shield is at the top of the document and has a checkmark inside it. There are two checkmarks on the left side of the document, next to two lines. A pen is on the right side of the document.
+
+## What's next?
+
+|  |  |  |  |  | . |  |
+|--|--|--|--|--|---|--|
+|  |  |  |  |  | . |  |
+|  |  |  |  |  | . |  |
+|  |  |  |  |  | . |  |
+|  |  |  |  |  | . |  |
+
+Strategic management and effective use of data as an asset will be top of mind for tax leaders as both global tax reform and primary stakeholders—including boards, finance functions, and financial institutions—continue to place data management at the center of the tax function. The tax technology landscape, however, is broader than ERP and identifying tax data—tax leaders also need to consider how many technologies are really needed to meet their needs, how many are not yet connected to each other, and how fast technology is changing, threatening the obsolescence of existing systems.
+
+The pace at which Generative AI technology and tooling is advancing can make it difficult for businesses to work out the optimum point at which to invest at scale. Generative AI activity is currently predominantly focused on identifying use cases and undertaking a tactical program of experimentation as part of a measured approach to understanding the role and impact Generative AI can have on a variety of business functions. There should, however, be an expectation that over time, Generative AI, combined with broader AI and data analytical techniques, will play an increasingly dominant role in the tax technology space, fueled by high levels of fluency, an expansion of functionality and, critically, reduced cost of deployment. All of which reinforces the need for a clear strategy and focus on data structures.
+
+Today, tax directors are addressing the impact of data within their tax functions and have pivoted by introducing new skill sets within their tax function, which is encouraging. This is, however, just the first step of a continuous journey in which primary stakeholders use tax data through analytics as a strategic enabler to drive investment decisions, often these days using dynamic dashboarding and modeling.
+
+The results of Deloitte's Tax Transformation Trends 2023 survey highlighted the need for datadriven insight from compliance activities, more agile partnering with other parts of the business, and a heightened need to integrate technology across functions and jurisdictions. As digitalization continues—accelerated by the introduction of Artificial Intelligence capabilities—tax departments will need to ensure their digital strategy meets an ever-changing tax regulatory landscape, is incorporated into and aligns with the business's overall digital transformation ambitions, and incorporates efforts to prepare their people and processes for accelerated transformation. Tax directors interviewed for Deloitte's Tax Transformation Trends research recommend embedding Tax into everyday processes and operations. This will lead to tax considerations in transformation efforts becoming "business as usual," and making building the business case for technology investment less onerous.
+
+{14}------------------------------------------------
+
+### **About the research**
+
+Deloitte's 2023 Tax Transformation Trends survey engaged tax and finance executives to understand their strategies for tax operations, outsourcing, technology, and talent. Deloitte surveyed 300 senior tax and finance leaders at companies across a range of industries, sizes, and regions to understand their future vision for the tax function and how they plan to achieve that vision. Deloitte also conducted a series of qualitative one-on-one interviews with senior tax executives at large multinational companies to develop deeper insights into their tax transformation activities.
+
+### **Figure 8. Demographics**
+
+Image /page/14/Figure/3 description: The image contains four different charts that show the distribution of revenue, industry, headquarters location, and role. The revenue chart shows that 43% of the revenue is between US\$750M to 1B, 28% is between US\$1B to 5B, and 29% is US\$5B+. The industry chart shows that 35% of the industry is consumer, 7% is life sciences & health care, 13% is financial services, 16% is technology, media & telecommunications, and 29% is energy, resources, & industrials. The headquarters location chart shows that 30% of the headquarters are in Asia Pacific, 39% are in Europe, and 31% are in North America.
+
+{15}------------------------------------------------
+
+Image /page/15/Picture/0 description: The image shows a white outline of a smartphone on a teal background. Inside the smartphone is a gear icon. There are three circles on each side of the smartphone, each connected to the phone by a line. 
+
+## Contacts
+
+|  |  |  | . |  |  |  |
+|--|--|--|---|--|--|--|
+|  |  |  |   |  |  |  |
+
+Image /page/15/Picture/3 description: The image is a headshot of a man with short, graying hair and glasses. He is wearing a blue shirt and a dark suit jacket. The background is a dark gray color. The image is framed by a green circle.
+
+### **Andy Gwyther**
+
+Deloitte Global Operate Leader, Tax & Legal [email protected]
+
+### **North America**
+
+Image /page/15/Picture/7 description: This is a portrait of a middle-aged man with short, graying hair and blue eyes. He has a serious expression on his face and is wearing a blue shirt and a dark blazer. The background is blurred, but it appears to be an office setting. The man is framed by a blue circle.
+
+**Eric Peel** Tax Operate Leader Deloitte Tax LLP (US) [email protected]
+
+Image /page/15/Picture/9 description: This image is a portrait of a woman with fair skin, brown hair, and a bright smile. She is wearing small stud earrings and has a neutral expression. The photo is cropped in a circular frame with a blue border, giving it a professional and polished look.
+
+**Emily VanVleet** Tax Operate Leader Deloitte Tax LLP (US) [email protected]
+
+### **Jeff Butt**
+
+Tax & Legal Operate Leader
+
+Image /page/15/Picture/13 description: This image is a headshot of a man with short, dark hair and a light complexion. He is wearing a dark suit with a white shirt and a yellow tie. The background is a light blue color, and the image is framed by a blue circle. The man is looking directly at the camera with a slight smile.
+
+Deloitte Canada [email protected] **Arturo Camacho**
+
+Tax & Legal Operate Leader Deloitte Spanish-LATAM [email protected]
+
+### **Europe, Middle East, Africa**
+
+Image /page/15/Picture/18 description: This image is a headshot of a man with a bald head, glasses, and a beard. He is wearing a dark suit and a light-colored shirt. The background is white, and there is a blue circle around the man's head. The man is looking directly at the camera with a slight smile.
+
+**Christophe De Waele** Tax & Legal Operate Leader Deloitte North & South Europe [email protected]
+
+Image /page/15/Picture/20 description: This is a portrait of a woman with shoulder-length brown hair. She is wearing a dark blazer over a blue top and a gold necklace. The background is blurred, but it appears to be an office setting with a framed picture on the wall behind her. The image is framed by a blue circle.
+
+**Ana Santiago Marques** Tax & Legal Operate Leader Deloitte Central Europe [email protected]
+
+**Patrick Earlam** Tax & Legal Operate Leader Deloitte Africa [email protected]
+
+### **Asia Pacific**
+
+Image /page/15/Picture/25 description: The image is a headshot of a bald man with light skin and blue eyes. He is wearing a dark suit jacket and a white shirt. The background is a light blue color. The man is smiling slightly and looking directly at the camera. The image is framed by a blue circle.
+
+**Christopher Roberge** Tax Operate Leader Deloitte Asia Pacific [email protected]
+
+{16}------------------------------------------------
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the "Deloitte organization"). DTTL (also referred to as "Deloitte Global") and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte. com/about to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately 457,000 people worldwide make an impact that matters at www.deloitte.com.
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited ("DTTL"), its global network of member firms or their related entities (collectively, the "Deloitte organization") is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser.
+
+No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication.
+
+© 2024. For information, contact Deloitte Global.
+
+Designed by CoRe Creative Services. RITM1606967

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marker-pdf-folder/md/life-sciences-smart-manufacturing-services-peak-matrix-assessment-2023/life-sciences-smart-manufacturing-services-peak-matrix-assessment-2023.md

@@ -0,0 +1,447 @@
+{0}------------------------------------------------
+
+Image /page/0/Picture/0 description: The image shows the logo for Everest Group. The logo consists of a gray triangle pointing upwards, followed by the text "Everest Group" in blue. A registered trademark symbol is located to the right of the word "Group".
+
+## **Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023**
+
+**Focus on Deloitte** August 2023
+
+Image /page/0/Picture/3 description: The image is a logo for Everest Group PEAK Matrix. The logo features the words "Everest Group" in blue, with a gray mountain peak above the text. Below "Everest Group" is the word "PEAK" in large, bold, black letters, with the "A" stylized to look like a mountain peak in blue. Below "PEAK" is the word "MATRIX" in smaller, bold, gray letters, with the registered trademark symbol to the right.
+
+**Copyright © 2023 Everest Global, Inc.** *This document has been licensed to Deloitte*
+
+{1}------------------------------------------------
+
+### Introduction
+
+Historically, the traditional manufacturing industry was primarily focused on designing standardized manufacturing procedures and managing labor and mechanical systems, but with the emergence of Industry 4.0, technology adoption has become widespread across industries, unlocking numerous benefits. However, the life sciences industry has been slow in adopting technology to modernize manufacturing setups. Nevertheless, the pandemic, regulatory frameworks, and the urge to achieve operational excellence are now driving the adoption of smart manufacturing services.
+
+Life sciences enterprises aim to unlock benefits such as cost optimization, increased productivity, visibility, and efficiency by investing in critical use cases, including digital twins, predictive maintenance, etc. They are also exploring high-growth opportunities such as sustainable manufacturing, batch-to-continuous manufacturing, and manufacturing of personalized medicines. As the industry experiences investments in smart manufacturing, service providers are taking on the role of end-to-end digital transformation partners by co-developing solutions to assist enterprises in their digital journeys.
+
+In the full report, we present an assessment of 16 life sciences service providers featured on the [Life Sciences Smart Manufacturing Services PEAK Matrix](https://www2.everestgrp.com/reportaction/EGR-2023-46-R-6085/Toc)® Assessment 2023. The assessment is based on Everest Group's annual RFI process for the calendar year 2023, interactions with leading life sciences service providers, client reference checks, and an ongoing analysis of the life sciences smart manufacturing services market.
+
+The full report includes the profiles of the following 16 leading life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix:
+
+- ⚫ **Leaders:** Accenture, Cognizant, Deloitte, HCLTech, and TCS
+- ⚫ **Major Contenders:** Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+- ⚫ **Aspirants:** Atos, HARMAN DTS, and NNIT
+
+**Scope of this report**
+
+Image /page/1/Picture/10 description: The image shows a gray icon of a globe on a stand. The globe has a grid pattern on it, and the stand is a simple vertical line with a small base. To the right of the globe are the words "Geo" and "Glo" in a sans-serif font, stacked vertically.
+
+# Geography
+
+Global
+
+Image /page/1/Picture/12 description: The image shows two text labels and an icon. The first text label says "Geography" and "Global" below it. The second text label says "Industry" and "Life sciences (biopharmaceutical and medical devices)" below it. The icon is a hand holding a gear.
+
+**Geography Industry Services** (biopharmaceuticals and medical devices)
+
+Image /page/1/Picture/14 description: The image shows a gray gear icon surrounded by a dashed circle. The gear icon has multiple teeth and is centered within the circle. The dashed circle is made up of small squares, and it appears to be incomplete, with sections missing on the left and right sides.
+
+Life sciences smart manufacturing services
+
+Image /page/1/Picture/16 description: The image shows the Everest Group logo on the left side. To the right of the logo, it says "Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte". On the far right side of the image, the number 2 is present.
+
+{2}------------------------------------------------
+
+## Life Sciences Smart Manufacturing Services PEAK Matrix® characteristics
+
+### **Leaders**
+
+Accenture, Cognizant, Deloitte, HCLTech, and TCS
+
+- ⚫ Leaders have positioned themselves as digital transformation partners for enterprises with end-to-end capabilities, and offer a balanced breadth of offerings across the life sciences manufacturing value chain
+- ⚫ They demonstrate flexibility and innovation while pitching engagement models and commercial constructs, and possess a distinct talent pool specializing in the life sciences smart manufacturing space
+- ⚫ There is a presence of a robust partnership ecosystem and investments aligned with the demand of the enterprises in the areas of digital twins, IoT-enabled analytics, cybersecurity, etc., as well as high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing
+- ⚫ They showcase a clear future roadmap to better supplement their internal capabilities and fill in the gaps in their existing portfolio of services through the development of IP, CoEs, and strategic initiatives
+
+### **Major Contenders**
+
+Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+
+- ⚫ Major Contenders comprise a varied mix of midsize and large firms. They possess a relatively less balanced portfolio compared to Leaders and are inclined toward specialization in certain specific areas of the value chain. Additionally, they offer limited solutions around high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing
+- ⚫ Major Contenders have shortcomings in certain areas of the manufacturing value chain; the prevalent approach to address smart manufacturing use cases is by harnessing cross-industry intellectual property, talent, and partnerships
+- ⚫ They have substantiated their position within the mid-tier segment of clients by pursuing active client management and ramping up/down resources commensurate to the ask of buyers
+
+### **Aspirants**
+
+Atos, HARMAN DTS, and NNIT
+
+- ⚫ When it comes to their services portfolio, Aspirants have restricted their focus to specific areas in the life sciences manufacturing value chain, with limited digital service capabilities
+- ⚫ They have a limited partnership ecosystem and place more focus on leveraging horizontal capabilities to cater to the needs of life sciences enterprises rather than developing domain-specific services through CoEs and strategic alliances
+- ⚫ They have a dedicated focus on capturing the market share in the small and midsize buyer segment
+
+{3}------------------------------------------------
+
+## Everest Group PEAK Matrix®
+
+### Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 2023 | Deloitte is positioned as a Leader
+
+### **Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix® Assessment 20231,2,3**
+
+Image /page/3/Figure/4 description: This image is a capability and market impact graph. The x-axis is labeled "Vision & capability" and "Measures ability to deliver services successfully" and the y-axis is labeled "Market impact" and "Measures impact created in the market". The graph is divided into four quadrants: Aspirants, Major Contenders, and Leaders. Several companies are plotted on the graph, including Accenture, Birlasoft, Tech Mahindra, HCLTech, Cognizant, TCS, LTIMindtree, Wipro, NNIT, HARMAN DTS, Innova Solutions, Deloitte, Atos, Capgemini, Infosys, and NTT DATA.
+
+1 Assessments for Atos, Capgemini, Infosys, and NTT DATA exclude provider inputs and are based on Everest Group's proprietary Transaction Intelligence (TI) database, provider public disclosures, and Everest Group's interactions with enterprise buyers
+
+2 Assessment for Birlasoft, HARMAN DTS, and NNIT is based on partial primary inputs (briefings only)
+
+3 The assessment of Atos is completed prior to its acquisition by Eviden
+
+Confidentiality: Everest Group takes its confidentiality pledge very seriously. Any information we collect that is contract specific will only be presented back to the industry in an aggregated fashion Source: Everest Group (2023)
+
+Major Contenders
+
+Image /page/3/Picture/10 description: The image contains a partial view of a logo or text element, with the letters 'H' and 'M' visible. The text is rendered in a bold, sans-serif font, suggesting a modern and clean design. The background is plain white, which provides a stark contrast and makes the text stand out.
+
+{4}------------------------------------------------
+
+### Deloitte profile (page 1 of 6) Overview
+
+### **Company mission**
+
+Deloitte's Life Sciences Smart Manufacturing practice partners with life sciences enterprises in reimagining and reconfiguring their value chains to ensure the reliable and efficient supply of affordable and accessible therapies and medical products to the end customers, resulting in enhanced well-being of patients. It supports clients in their digital transformation journey and pushes life sciences manufacturing into the next generation of digital evolution. This is achieved through substantial investments in expanding global smart manufacturing capabilities, fostering robust partnerships, developing proprietary IP-based assets, leveraging smart factory technology, and nurturing talent.
+
+### **Overview of the client base**
+
+Among its diverse customer base, Deloitte's life science smart manufacturing practice engages with the top 10 largest global pharmaceutical enterprises, top 10 largest BioTech enterprises, 9 out of the top 10 medical device enterprises, and 18 out of the 21 largest life sciences enterprises.
+
+| Revenue by line of business1          |                                           |                                        |             |
+|---------------------------------------|-------------------------------------------|----------------------------------------|-------------|
+|                                       | Low (<10%)                                | Medium (10-35%)                        | High (>35%) |
+| Biopharmaceuticals                    | Medical devices                           | Others                                 |             |
+| Revenue by buyer size1                |                                           |                                        |             |
+|                                       | Low (<20%)                                | Medium (20-40%)                        | High (>40%) |
+| Small (annual revenue <US\$1 billion) | Midsize (annual revenue US\$1-10 billion) | Large (annual revenue >US\$10 billion) |             |
+| Revenue by geography1                 |                                           |                                        |             |
+|                                       | Low (<15%)                                | Medium (15-40%)                        | High (>40%) |
+| North America                         | Rest of Europe                            | United Kingdom                         |             |
+| Asia Pacific                          | Middle East & Africa                      | South America                          |             |
+
+1 All the revenue components add up to a total of 100%
+
+Image /page/4/Picture/8 description: The image shows the logo for Everest Group. The logo consists of a gray triangle pointing upwards, followed by the text "Everest Group" in blue. A small "R" in a circle is located to the right of the word "Group".
+
+{5}------------------------------------------------
+
+### Deloitte profile (page 2 of 6) Case studies
+
+### *NOT EXHAUSTIVE*
+
+**Case study 1 Transformation of Quality Management System (QMS) for a global pharmaceutical manufacturer**
+
+#### **Business challenge**
+
+The client faced challenges with high costs of quality and the regulatory risks in managing compliance. It had basic and disconnected platforms for quality processes, and lacked integration and traceability. To address this, the client identified a QMS platform and set ambitious timelines to deploy multiple Quality System Elements (QSEs) across more than five sites.
+
+#### **Solution**
+
+Deloitte assisted the client in their QMS transformation journey by assessing the current state of QSEs and conducting a process design exercise. Additionally, it built solutions tailored to client requirements, including customization with next-generation functionalities, performed detailed validation and system testing, and supported the change management process through a training program strategy.
+
+### **Impact**
+
+- ⚫ Assisted the clients in realizing benefits worth US\$30 million by eliminating non-value-added work, thereby reducing overhead expenses
+- ⚫ Deployed more than 10 QSEs in 14 months across five manufacturing sites
+- ⚫ Ensured QMS process adoption for more than 700 employees globally
+
+**Case study 2 Developing a global security standard for the manufacturing sites of a global pharmaceutical enterprise**
+
+#### **Business challenge**
+
+The client recognized the necessity of developing and implementing a global security standard across all manufacturing and R&D sites to enhance the security maturity of Internet of Things (IoT), Industrial Control Systems (ICS), and Operational Technology (OT).
+
+#### **Solution**
+
+Deloitte implemented a tailored OT cybersecurity framework, conducted detailed site security assessments, and deployed monitoring solutions to enhance OT asset security monitoring, visibility, and situational awareness. It also deployed threat intelligence and analytics for detecting OT cybersecurity threats and established standards, communication plans, playbooks, and workflows for incident response and recovery.
+
+### **Impact**
+
+- ⚫ Deployed 14 OT security controls
+- ⚫ Remediated 42 manufacturing and R&D sites
+- ⚫ Identified and monitored more than 30,000 OT digital assets
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte 6
+
+{6}------------------------------------------------
+
+### Deloitte profile (page 3 of 6) Offerings
+
+### *NOT EXHAUSTIVE*
+
+| Proprietary smart manufacturing solutions – such as IP, platforms, accelerators, and tools (representative list) |                                                                                                                                                                                                                                                                                                                                                                                                                                 |
+|------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|
+| Solution                                                                                                         | Details                                                                                                                                                                                                                                                                                                                                                                                                                         |
+| Supply chain control tower platform                                                                              | It is an end-to-end platform solution that assists clients by providing prescriptive insights, monitoring transaction-level data, and offering analytical capabilities across the manufacturing and supply chain processes.                                                                                                                                                                                                     |
+| CentralSight                                                                                                     | It has the capabilities to effectively visualize a multi-tier deep supplier ecosystem, helping enterprises identify and address the associated risks within the ecosystem in a timely manner.                                                                                                                                                                                                                                   |
+| Smart factory capability compass                                                                                 | It is an application that assists clients in assessing the current manufacturing maturity and readiness of their sites for smart factory investments and initiatives.                                                                                                                                                                                                                                                           |
+| CognitiveSpark for manufacturing                                                                                 | It is a cloud-based, Al-powered solution designed to assist biopharma and MedTech manufacturers with insights that help optimize manufacturing processes and improve product quality.                                                                                                                                                                                                                                           |
+| Turnkey loT                                                                                                      | It is a suite of pre-configured solution accelerators tailored to high-potential manufacturing use cases.                                                                                                                                                                                                                                                                                                                       |
+| Managed Extended Detection and Response (MXDR)                                                                   | It is a SaaS-based, modular cybersecurity solution designed to protect enterprises from internal and external cyber threats.                                                                                                                                                                                                                                                                                                    |
+| Greenlight                                                                                                       | This is a decarbonization solution designed to achieve net-zero emissions. It includes a package of dashboard modules that can ingest Green House Gas (GHG) emissions and reduce project data, enabling clients to visualize and analyze their aggregate carbon footprint.                                                                                                                                                      |
+| IDEA                                                                                                             | It is an loT-based application that helps clients manage real-time energy consumption from different sources, combining the loT approach with traditional Energy Management Systems (EMS).                                                                                                                                                                                                                                      |
+| Digital loT                                                                                                      | It is a preconfigured Siemens MindSphere application that offers a cloud-based, open loT operating system connecting products, plants, systems, and machines. This application unifies data from Digital Product Lifecycle Management (DPLM), Data Acquisition and Management System (DAMS), Digital Manufacturing Execution System (DMES), and IoT systems onto an integrated dashboard, thereby enabling actionable insights. |
+
+{7}------------------------------------------------
+
+### Deloitte profile (page 4 of 6) Offerings
+
+### *NOT EXHAUSTIVE*
+
+| Proprietary smart manufacturing solutions – such as IP, platforms, accelerators, and tools (representative list) |                                                                                                                                                                                                                                                                                                                                                                                        |
+|------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|
+| Solution                                                                                                         | Details                                                                                                                                                                                                                                                                                                                                                                                |
+| SupplyHorizon                                                                                                    | It enables enterprises to proactively identify and mitigate supply chain issues. It leverages internal and external data, risk profiling, mitigation planning, persona-based visualizations, and AI to enable a visibility of multi-tier supply networks and sense any upcoming risks in order to mitigate disruptions.                                                                |
+| Smart manufacturing platform                                                                                     | This is a platform solution that enables the comprehensive view of manufacturing operations across the organization with connected data from disparate systems to create dynamic data visualizations that provide useful insights and recommended actions. It assists in predictive analytics, quality analytics, planning and management, shop floor tracking and serialization, etc. |
+| Supplier 360                                                                                                     | It is an end-to-end management solution that improves supplier relationships by consolidating data from various disparate sources to generate actionable insights on supplier performance, connecting stakeholders, and more.                                                                                                                                                          |
+
+{8}------------------------------------------------
+
+### Deloitte profile (page 5 of 6) Recent developments
+
+### *NOT EXHAUSTIVE*
+
+| Key events – related to smart manufacturing services (representative list) |               |      |                                                                                                                                                                                                                                                                                                                                                   |
+|----------------------------------------------------------------------------|---------------|------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|
+| Event name                                                                 | Type of event | Year | Details                                                                                                                                                                                                                                                                                                                                           |
+| Industrial data fabric                                                     | Alliance      | 2023 | Forged a multi-party partnership with AWS, HighByte, and Element to help manufacturers connect, structure, and manage industrial data at scale through an open industrial data framework; supports Deloitte's smart manufacturing platform and services, offering data analytics, predictive insights, and faster time-to-value for manufacturers |
+| Nubik                                                                      | Acquisition   | 2022 | Acquired to strengthen its presence and leadership in the Salesforce practice and firm up its relationships and offerings for mid-market clients; it will assist clients with advanced solutions in manufacturing and distribution                                                                                                                |
+| OCT Emissions Solutions                                                    | Acquisition   | 2022 | Acquired to assist clients with an end-to-end offering across the climate change and decarbonization life cycle. It provides solutions for hydrogen, carbon sequestration and offsets, and carbon dioxide cleanup                                                                                                                                 |
+| AE Cloud Consultant                                                        | Acquisition   | 2022 | Acquired to deploy front-end and back-end solutions for order management, production management, supply chain management, warehouse and fulfillment, procurement, etc., for enterprises                                                                                                                                                           |
+| Smart factories spread across global locations                             | Investment    | 2022 | The smart factories that are spread across the globe serve as an ecosystem of smart manufacturing capabilities built on advanced technologies such as IoT, cybersecurity, and digital twins; also acts as a platform that brings together solution providers, technology innovators, and academic researchers to drive innovation                 |
+| Check Point                                                                | Alliance      | 2021 | Alliance with Check Point, a leading provider of cybersecurity solutions, to assist Deloitte in strengthening Industry 4.0 technologies by securing the enterprise manufacturing and supply chain infrastructure                                                                                                                                  |
+| Syncronic                                                                  | Acquisition   | 2021 | Acquired to enhance its supply chain practice in the Nordics region                                                                                                                                                                                                                                                                               |
+| aeCyberSolutions                                                           | Acquisition   | 2021 | Acquired to strengthen its cybersecurity offerings                                                                                                                                                                                                                                                                                                |
+| Digital Immunity                                                           | Alliance      | 2020 | Alliance with Digital Immunity to leverage Deloitte's multiple OT lab environments, such as the Smart Factory in Wichita, to accelerate deployment testing by utilizing configuration and deployment guidelines from the lab environment                                                                                                          |
+| Nozomi                                                                     | Alliance      | 2020 | Alliance with Nozomi Networks to deliver IT, OT, and IoT security services in the EMEA region. This collaboration aims to assist enterprises in enhancing their threat detection capabilities and implementing effective cyber risk solutions                                                                                                     |
+| Beelogix                                                                   | Acquisition   | 2019 | Acquired to expand its capabilities and leadership in SAP digital supply chain solution                                                                                                                                                                                                                                                           |
+
+Image /page/8/Picture/4 description: The image shows the logo for Everest Group. The logo consists of a gray mountain peak symbol on the left, followed by the text "Everest Group" in blue. The text is slightly offset to the right of the mountain peak symbol.
+
+{9}------------------------------------------------
+
+### Deloitte profile (page 6 of 6) Everest Group assessment – Leader
+
+**Measure of capability:** Low High
+
+| Market impact      |                  |                    |         | Vision & capability    |                              |                               |                       |         |
+|--------------------|------------------|--------------------|---------|------------------------|------------------------------|-------------------------------|-----------------------|---------|
+| Market<br>adoption | Portfolio<br>mix | Value<br>delivered | Overall | Vision and<br>strategy | Scope of<br>services offered | Innovation and<br>investments | Delivery<br>footprint | Overall |
+|                    |                  |                    |         |                        |                              |                               |                       |         |
+
+- **Strengths Limitations**
+- ⚫ Deloitte has made substantial investments in developing manufacturing solutions throughout the life sciences value chain, focusing on futuristic domain use cases such as cell and gene therapy manufacturing and sustainable manufacturing. It is further reinforced by its dedicated investments in building the Wichita smart factory, which strengthens its capabilities in IoT, cybersecurity, digital twins, robotics, etc.
+- ⚫ While clients highlight the premium pricing points, they acknowledge the innovative commercial constructs offered by Deloitte and perceive the dollar value per service provided to be better compared to peers
+- ⚫ Clients view Deloitte as a reliable strategic partner as it addresses both the existing and emerging business problems, even by engaging third-party providers if necessary
+- ⚫ Clients appreciate the high quality of the talent deployed and the strong technical domain knowledge they possess
+- ⚫ Although clients appreciate the technical and domain expertise of the talent deployed, they expect better attrition management to ensure seamless project delivery
+- ⚫ Deloitte's tendency to consistently agree with clients without conducting thorough evaluations can reveal a lack of critical assessment and hinder their ability to make decisions that align with the enterprise's expertise and best interests
+- ⚫ While clients appreciate Deloitte's strategic inputs, they look for better transparency and alignment with the enterprise stakeholders
+
+{10}------------------------------------------------
+
+# **Appendix**
+
+Image /page/10/Picture/1 description: The image shows the logo for Everest Group. The logo consists of a gray triangle pointing upwards and to the right, followed by the words "Everest Group" in blue. A registered trademark symbol is located to the upper right of the word "Group".
+
+{11}------------------------------------------------
+
+### Everest Group PEAK Matrix® is a proprietary framework for assessment of market impact and vision & capability
+
+Image /page/11/Picture/2 description: The image is a logo for Everest Group PEAK Matrix. The words "Everest Group" are in blue at the top of the logo. Below that, the word "PEAK" is in large, bold, black letters, with the "A" stylized to include a blue triangle. Below "PEAK" is the word "MATRIX" in smaller, gray letters, with the registered trademark symbol to the right.
+
+**Everest Group PEAK Matrix**
+
+Image /page/11/Figure/4 description: The image is a quadrant graph with the x-axis labeled as "Vision & capability" and the y-axis labeled as "Market impact". The x-axis measures the ability to deliver services successfully, and the y-axis measures the impact created in the market. The graph is divided into three sections: "Aspirants" in the lower-left, "Major Contenders" in the middle, and "Leaders" in the upper-right.
+
+{12}------------------------------------------------
+
+### Services PEAK Matrix® evaluation dimensions
+
+Image /page/12/Picture/2 description: The image shows the logo for Everest Group PEAK Matrix. The logo features the words "Everest Group" in a blue sans-serif font above the word "PEAK" in a larger, bolder font. The "E" in "PEAK" is stylized with a blue triangle shape. Below "PEAK" is the word "MATRIX" in a smaller, gray sans-serif font, with the registered trademark symbol to the right.
+
+Measures impact created in the market – captured through three subdimensions
+
+Image /page/12/Figure/4 description: The image shows a 2x2 matrix with the axes labeled "Market Impact" and "Vision & Capability". The matrix is divided into four quadrants: "Aspirants", "Major Contenders", and "Leaders". There are descriptions of "Market adoption", "Portfolio mix", "Value delivered", "Vision and strategy", "Scope of services offered", "Innovation and investments", and "Delivery footprint".
+
+{13}------------------------------------------------
+
+#### **Does the PEAK Matrix® assessment incorporate any subjective criteria?**
+
+Everest Group's PEAK Matrix assessment takes an unbiased and fact-based approach that leverages provider / technology vendor RFIs and Everest Group's proprietary databases containing providers' deals and operational capability information. In addition, we validate/fine-tune these results based on our market experience, buyer interaction, and provider/vendor briefings.
+
+#### **Is being a Major Contender or Aspirant on the PEAK Matrix, an unfavorable outcome?**
+
+No. The PEAK Matrix highlights and positions only the best-in-class providers / technology vendors in a particular space. There are a number of providers from the broader universe that are assessed and do not make it to the PEAK Matrix at all. Therefore, being represented on the PEAK Matrix is itself a favorable recognition.
+
+#### **What other aspects of the PEAK Matrix assessment are relevant to buyers and providers other than the PEAK Matrix positioning?**
+
+A PEAK Matrix positioning is only one aspect of Everest Group's overall assessment. In addition to assigning a Leader, Major Contender, or Aspirant label, Everest Group highlights the distinctive capabilities and unique attributes of all the providers assessed on the PEAK Matrix. The detailed metric-level assessment and associated commentary are helpful for buyers in selecting providers/vendors for their specific requirements. They also help providers/vendors demonstrate their strengths in specific areas.
+
+### **What are the incentives for buyers and providers to participate/provide input to PEAK Matrix research?**
+
+- ⚫ Enterprise participants receive summary of key findings from the PEAK Matrix assessment
+- ⚫ For providers
+- The RFI process is a vital way to help us keep current on capabilities; it forms the basis for our database without participation, it is difficult to effectively match capabilities to buyer inquiries
+- In addition, it helps the provider/vendor organization gain brand visibility through being in included in our research reports
+
+### **What is the process for a provider / technology vendor to leverage its PEAK Matrix positioning?**
+
+- ⚫ Providers/vendors can use their PEAK Matrix positioning or Star Performer rating in multiple ways including:
+- Issue a press release declaring positioning; see our [citation policies](https://www.everestgrp.com/research/peak-matrix/peak-matrix-citation-policy/)
+- Purchase a customized PEAK Matrix profile for circulation with clients, prospects, etc. The package includes the profile as well as quotes from Everest Group analysts, which can be used in PR
+- Use PEAK Matrix badges for branding across communications (e-mail signatures, marketing brochures, credential packs, client presentations, etc.)
+- ⚫ The provider must obtain the requisite licensing and distribution rights for the above activities through an agreement with Everest Group; please contact your CD or [contact us](https://www.everestgrp.com/contact-us/)
+
+### **Does the PEAK Matrix evaluation criteria change over a period of time?**
+
+PEAK Matrix assessments are designed to serve enterprises' current and future needs. Given the dynamic nature of the global services market and rampant disruption, the assessment criteria are realigned as and when needed to reflect the current market reality and to serve enterprises' future expectations.
+
+Proprietary © 2023, Everest Global, Inc. | this document has been licensed to Deloitte 14
+
+{14}------------------------------------------------
+
+Everest Group®
+With you on the journey
+
+Everest Group is a leading research firm helping business leaders make confident decisions. We guide clients through
+today's market challenges and strengthen their strategies by applying contextualized problem-solving to their unique
+situations. This drives maximized operational and financial performance and transformative experiences. Our deep
+expertise and tenacious research focused on technology, business processes, and engineering through the lenses of
+talent, sustainability, and sourcing delivers precise and action-oriented guidance. Find further details and in-depth content
+at www.everestgrp.com.
+
+Stay connected
+
+Dallas (Headquarters)
+[email protected]
++1-214-451-3000
+
+Bangalore
+[email protected]
++91-80-61463500
+
+Delhi
+[email protected]
++91-124-496-1000
+
+London
+[email protected]
++44-207-129-1318
+
+Toronto
+[email protected]
++1-214-451-3000
+
+Website
+everestgrp.com
+
+Social Media
+@EverestGroup
+in @Everest Group
++ @Everest Group
+@Everest Group
+
+Blog
+everestgrp.com/blog
+
+This document is for informational purposes only, and it is being provided
+"as is" and "as available" without any warranty of any kind, including any
+warranties of completeness, adequacy, or fitness for a particular purpose.
+Everest Group is not a legal or investment adviser; the contents of this
+document should not be construed as legal, tax, or investment advice.
+This document should not be used as a substitute for consultation with
+professional advisors, and Everest Group disclaims liability for any
+actions or decisions not to act that are taken as a result of any material
+in this publication.
+
+NOTICE AND DISCLAIMERS
+
+IMPORTANT INFORMATION. PLEASE REVIEW THIS NOTICE CAREFULLY AND IN ITS ENTIRETY.
+THROUGH YOUR ACCESS, YOU AGREE TO EVEREST GROUP'S TERMS OF USE.
+
+Everest Group's Terms of Use, available at www.everestgrp.com/terms-of-use/, is hereby incorporated by
+reference as if fully reproduced herein. Parts of these terms are pasted below for convenience; please refer
+to the link above for the full version of the Terms of Use.
+
+Everest Group is not registered as an investment adviser or research analyst with the U.S. Securities and
+Exchange Commission, the Financial Industry Regulatory Authority (FINRA), or any state or foreign securities
+regulatory authority. For the avoidance of doubt, Everest Group is not providing any advice concerning securities
+as defined by the law or any regulatory entity or an analysis of equity securities as defined by the law or any
+regulatory entity.
+
+All Everest Group Products and/or Services are for informational purposes only and are provided "as is" without
+any warranty of any kind. You understand and expressly agree that you assume the entire risk as to your use
+and any reliance upon any Product or Service. Everest Group is not a legal, tax, financial, or investment advisor,
+and nothing provided by Everest Group is legal, tax, financial, or investment advice. Nothing Everest Group
+provides is an offer to sell or a solicitation of an offer to purchase any securities or instruments from any entity.
+Nothing from Everest Group may be used or relied upon in evaluating the merits of any investment. Do not base
+any investment decisions, in whole or part, on anything provided by Everest Group.
+
+Products and/or Services represent research opinions or viewpoints, not representations or statements of fact.
+Accessing, using, or receiving a grant of access to an Everest Group Product and/or Service does not constitute
+any recommendation by Everest Group that recipient (1) take any action or refrain from taking any action or
+(2) enter into a particular transaction. Nothing from Everest Group will be relied upon or interpreted as a promise
+or representation as to past, present, or future performance of a business or a market. The information contained
+in any Everest Group Product and/or Service is as of the date prepared, and Everest Group has no duty or
+obligation to update or revise the information or documentation. Everest Group may have obtained information
+that appears in its Products and/or Services from the parties mentioned therein, public sources, or third-party
+sources, including information related to financials, estimates, and/or forecasts. Everest Group has not audited
+such information and assumes no responsibility for independently verifying such information as Everest Group
+has relied on such information being complete and accurate in all respects. Note, companies mentioned in
+Products and/or Services may be customers of Everest Group or have interacted with Everest Group in some
+other way, including, without limitation, participating in Everest Group research activities.
+
+Everest Group®
+With you on the journey
+
+Everest Group is a leading research firm helping business leaders make confident decisions. We guide clients through today's market challenges and strengthen their strategies by applying contextualized problem-solving to their unique situations. This drives maximized operational and financial performance and transformative experiences. Our deep expertise and tenacious research focused on technolo[gy, business processes,](http://www.everestgrp.com/) and engineering through the lenses of talent, sustainability, and sourcing delivers precise and action-oriented guidance. Find further details and in-depth content at **[www.everestgrp.com](http://www.everestgrp.com/)**.
+
+### **Stay connected**
+
+**Dallas (Headquarters)** [[email protected]](mailto:[email protected]) +1-214-451-3000
+
+**Bangalore** [[email protected]](mailto:[email protected]) +91-80-61463500
+
+**Delhi** [[email protected]](mailto:[email protected]) +91-124-496-1000
+
+**London**
+
+[[email protected]](mailto:[email protected]) +44-207-129-1318
+
+**Toronto** [[email protected]](mailto:[email protected]) +1-214-451-3000
+
+*This document is for informational purposes only, and it is being provided "as is" and "as available" without any warranty of any kind, including any warranties of completeness, adequacy, or fitness for a particular purpose. Everest Group is not a legal or investment adviser; the contents of this document should not be construed as legal, tax, or investment advice. This document should not be used as a substitute for consultation with professional advisors, and Everest Group disclaims liability for any actions or decisions not to act that are taken as a result of any material in this publication.*
+
+#### NOTICE AND DISCLAIMERS
+
+IMPORTANT INFORMATION. PLEASE REVIEW THIS NOTICE CAREFULLY AND IN ITS ENTIRETY. THROUGH YOUR ACCESS, YOU AGREE TO EVEREST GROUP'S TERMS OF USE.
+
+Everest Group's Terms of Use, available at www.everestgrp.com/terms-of-use/, is hereby incorporated by reference as if fully reproduced herein. Parts of these terms are pasted below for convenience; please refer to the link above for the full version of the Terms of Use.
+
+Everest Group is not registered as an investment adviser or research analyst with the U.S. Securities and Exchange Commission, the Financial Industry Regulatory Authority (FINRA), or any state or foreign securities regulatory authority. For the avoidance of doubt, Everest Group is not providing any advice concerning securities as defined by the law or any regulatory entity or an analysis of equity securities as defined by the law or any regulatory entity.
+
+All Everest Group Products and/or Services are for informational purposes only and are provided "as is" without any warranty of any kind. You understand and expressly agree that you assume the entire risk as to your use and any reliance upon any Product or Service. Everest Group is not a legal, tax, financial, or investment advisor, and nothing provided by Everest Group is legal, tax, financial, or investment advice. Nothing Everest Group provides is an offer to sell or a solicitation of an offer to purchase any securities or instruments from any entity. Nothing from Everest Group may be used or relied upon in evaluating the merits of any investment. Do not base any investment decisions, in whole or part, on anything provided by Everest Group.
+
+Products and/or Services represent research opinions or viewpoints, not representations or statements of fact. Accessing, using, or receiving a grant of access to an Everest Group Product and/or Service does not constitute any recommendation by Everest Group that recipient (1) take any action or refrain from taking any action or (2) enter into a particular transaction. Nothing from Everest Group will be relied upon or interpreted as a promise or representation as to past, present, or future performance of a business or a market. The information contained in any Everest Group Product and/or Service is as of the date prepared, and Everest Group has no duty or obligation to update or revise the information or documentation. Everest Group may have obtained information that appears in its Products and/or Services from the parties mentioned therein, public sources, or third-party sources, including information related to financials, estimates, and/or forecasts. Everest Group has not audited such information and assumes no responsibility for independently verifying such information as Everest Group has relied on such information being complete and accurate in all respects. Note, companies mentioned in Products and/or Services may be customers of Everest Group or have interacted with Everest Group in some other way, including, without limitation, participating in Everest Group research activities.
+
+**Website** [everestgrp.com](https://www.everestgrp.com/)
+
+**Social Media**
+
+- [@EverestGroup](https://twitter.com/EverestGroup)
+- 
+
+[@Everest Group](https://www.youtube.com/channel/UCbQ1l16kgLcWzLOSIN3cdHg)
+
+**Blog** [everestgrp.com/blog](https://www.everestgrp.com/blog)
+
+everestgrp.com
+
+Social Media
+
+[@Everest Group](https://www.linkedin.com/company/everest-group)
+
+[@Everest Group](https://www.facebook.com/everestgrp/)
+
+@Everest Grou

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+-----
+
+-----
+
+-----
+
+-----
+
+-----
+
+-----
+
+-----
+

pymupdf-folder/md/XC9500_CPLD_Family-1-4.md

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+R **XC9500 In-System Programmable**
+
+# CPLD Family
+
+DS063 (v6.0) May 17, 2013 **0** **0** **Product Specification**
+
+
+# Features
+
+- High-performance
+
+   - 5 ns pin-to-pin logic delays on all pins
+
+   - fCNT to 125 MHz
+
+- Large density range
+
+   - 36 to 288 macrocells with 800 to 6,400 usable
+gates
+
+- 5V in-system programmable
+
+   - Endurance of 10,000 program/erase cycles
+
+   - Program/erase over full commercial voltage and
+temperature range
+
+- Enhanced pin-locking architecture
+
+- Flexible 36V18 Function Block
+
+   - 90 product terms drive any or all of 18 macrocells
+within Function Block
+
+   - Global and product term clocks, output enables,
+set and reset signals
+
+   - Extensive IEEE Std 1149.1 boundary-scan (JTAG)
+support
+
+   - Programmable power reduction mode in each
+macrocell
+
+   - Slew rate control on individual outputs
+
+   - User programmable ground pin capability
+
+   - Extended pattern security features for design
+protection
+
+   - High-drive 24 mA outputs
+
+   - 3.3V or 5V I/O capability
+
+_Table 1: XC9500 Device Family_
+
+
+   - Advanced CMOS 5V FastFLASH™ technology
+
+   - Supports parallel programming of multiple XC9500
+devices
+
+# Family Overview
+
+The XC9500 CPLD family provides advanced in-system
+programming and test capabilities for high performance,
+general purpose logic integration. All devices are in-system
+programmable for a minimum of 10,000 program/erase
+cycles. Extensive IEEE 1149.1 (JTAG) boundary-scan support is also included on all family members.
+
+As shown in Table 1, logic density of the XC9500 devices
+ranges from 800 to over 6,400 usable gates with 36 to 288
+registers, respectively. Multiple package options and associated I/O capacity are shown in Table 2. The XC9500 family is fully pin-compatible allowing easy design migration
+across multiple density options in a given package footprint.
+
+The XC9500 architectural features address the requirements of in-system programmability. Enhanced pin-locking
+capability avoids costly board rework. An expanded JTAG
+instruction set allows version control of programming patterns and in-system debugging. In-system programming
+throughout the full device operating range and a minimum
+of 10,000 program/erase cycles provide worry-free reconfigurations and system field upgrades.
+
+Advanced system features include output slew rate control
+and user-programmable ground pins to help reduce system
+noise. I/Os may be configured for 3.3V or 5V operation. All
+outputs provide 24 mA drive.
+
+|Col1|XC9536|XC9572|XC95108|XC95144|XC95216|XC95288|
+|---|---|---|---|---|---|---|
+|Macrocells|36|72|108|144|216|288|
+|Usable Gates|800|1,600|2,400|3,200|4,800|6,400|
+|Registers|36|72|108|144|216|288|
+|T (ns) PD|5|7.5|7.5|7.5|10|15|
+|T (ns) SU|3.5|4.5|4.5|4.5|6.0|8.0|
+|T (ns) CO|4.0|4.5|4.5|4.5|6.0|8.0|
+|f (MHz)(1) CNT|100|125|125|125|111.1|92.2|
+|f (MHz)(2) SYSTEM|100|83.3|83.3|83.3|66.7|56.6|
+
+
+1. fCNT = Operating frequency for 16-bit counters.
+2. fSYSTEM = Internal operating frequency for general purpose system designs spanning multiple FBs.
+
+© 1998–2007, 2013 Xilinx, Inc. All rights reserved. All Xilinx trademarks, registered trademarks, patents, and disclaimers are as listed at **[http://www.xilinx.com/legal.htm.](http:www.xilinx.com/legal.htm)**
+All other trademarks and registered trademarks are the property of their respective owners. All specifications are subject to change without notice.
+
+
+-----
+
+_Table 2: Available Packages and Device I/O Pins (not including dedicated JTAG pins)_
+
+**XC9536** **XC9572** **XC95108** **XC95144**
+
+44-Pin VQFP 34 - - 
+44-Pin PLCC 34 34 - 
+48-Pin CSP 34 - - 
+84-Pin PLCC - 69 69 
+100-Pin TQFP - 72 81 81
+
+100-Pin PQFP - 72 81 81
+
+160-Pin PQFP - - 108 133
+
+208-Pin HQFP - - - 
+352-Pin BGA - - - 
+1. Most packages available in Pb-Free option. See individual data sheets for more details.
+2. [352-pin BGA package is being discontinued for the XC95216. See XCN07010 for details.](http://www.xilinx.com/bvdocs/notifications/xcn07010.pdf)
+
+# Architecture Description
+
+|Col1|XC9536|XC9572|XC95108|XC95144|XC95216|XC95288|
+|---|---|---|---|---|---|---|
+|44-Pin VQFP|34|-|-|-|-|-|
+|44-Pin PLCC|34|34|-|-|-|-|
+|48-Pin CSP|34|-|-|-|-|-|
+|84-Pin PLCC|-|69|69|-|-|-|
+|100-Pin TQFP|-|72|81|81|-|-|
+|100-Pin PQFP|-|72|81|81|-|-|
+|160-Pin PQFP|-|-|108|133|133|-|
+|208-Pin HQFP|-|-|-|-|166|168|
+|352-Pin BGA|-|-|-|-|166(2)|192|
+
+
+Each XC9500 device is a subsystem consisting of multiple
+Function Blocks (FBs) and I/O Blocks (IOBs) fully interconnected by the Fast CONNECT™ switch matrix. The IOB
+provides buffering for device inputs and outputs. Each FB
+provides programmable logic capability with 36 inputs and
+
+
+18 outputs. The Fast CONNECT switch matrix connects all
+FB outputs and input signals to the FB inputs. For each FB,
+12 to 18 outputs (depending on package pin-count) and
+associated output enable signals drive directly to the IOBs.
+See Figure 1.
+
+
+-----
+
+JTAG Port
+
+
+I/O
+
+I/O
+
+I/O
+
+I/O
+
+I/O
+
+I/O
+
+I/O
+
+I/O
+
+I/O/GCK
+
+I/O/GSR
+
+I/O/GTS
+
+|Col1|Col2|Col3|
+|---|---|---|
+|1 2 or 4|||
+||||
+||||
+
+|3|Col2|Col3|Col4|Col5|Col6|Col7|Col8|
+|---|---|---|---|---|---|---|---|
+|3 JTAG In-System Programming Controller Controller 36 Function 18 Block 1 Macrocells 1 to 18 36 Matrix Function 18 Block 2 Switch Macrocells I/O 1 to 18 Blocks II CONNECT 36 Function 18 Block 3 Macrocells Fast 1 to 18 3 36 Function 1 18 Block N 2 or 4 Macrocells 1 to 18|In-System Programming Controller|||||||
+|||||||||
+|||Function Block 1 Macrocells 1 to 18||||||
+|||||||||
+|||Function Block 2 Macrocells 1 to 18||||||
+|||||||||
+|||Function Block 3 Macrocells 1 to 18||||||
+||||Macrocells 1 to 18|||||
+|||||||||
+|||||||||
+|||Function Block N Macrocells 1 to 18||||||
+||||Macrocells 1 to 18|||||
+|||||||||
+
+
+DS063_01_110501
+
+
+_Figure 1: XC9500 Architecture_
+Note: Function block outputs (indicated by the bold lines) drive the I/O blocks directly.
+
+# Function Block
+
+
+Each Function Block, as shown in Figure 2, is comprised of
+18 independent macrocells, each capable of implementing
+a combinatorial or registered function. The FB also receives
+global clock, output enable, and set/reset signals. The FB
+generates 18 outputs that drive the Fast CONNECT switch
+matrix. These 18 outputs and their corresponding output
+enable signals also drive the IOB.
+
+Logic within the FB is implemented using a sum-of-products
+representation. Thirty-six inputs provide 72 true and complement signals into the programmable AND-array to form
+
+
+90 product terms. Any number of these product terms, up to
+the 90 available, can be allocated to each macrocell by the
+product term allocator.
+
+Each FB (except for the XC9536) supports local feedback
+paths that allow any number of FB outputs to drive into its
+own programmable AND-array without going outside the
+FB. These paths are used for creating very fast counters
+and state machines where all state registers are within the
+same FB.
+
+
+-----
+
+Programmable Product
+AND-Array Term
+Allocators
+From 36
+Fast CONNECT II
+Switch Matrix
+
+Macrocell 18
+
+1
+
+Global
+Set/Reset
+
+|36|Programmable AND-Array|Product Term Allocators|Macrocell 1|
+|---|---|---|---|
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+|||||
+||||Macrocell 18|
+
+
+3
+
+Global
+Clocks
+
+
+18
+
+
+To Fast CONNECT II
+Switch Matrix
+
+
+OUT
+To I/O Blocks
+
+18
+PTOE
+
+DS063_02_110501
+
+
+_Figure 2: XC9500 Function Block_
+
+
+-----
+

pymupdf-folder/md/deloitte-tech-risk-sector-banking.md

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+# Pushing through undercurrents
+
+### Technology’s impact on systemic risk: A look at banking
+
+As more financial institutions embrace digital innovation, risks emerge that could threaten the stability of the
+financial system. Some of these risks originate from a single sector. Either way, they could proliferate and become
+systemic without appropriate management.
+
+To understand what these technology-driven risks look like, the World Economic Forum (the Forum) and Deloitte
+consulted over 100 financial services and technology experts in the development of a new report, Pushing
+through undercurrents. This group shared more specific perspectives on the forces behind technology-driven
+[systemic risk in the banking sector. Here’s a summary of what we learned. You can learn more in the full report](https://www.deloitte.com/global/en/Industries/financial-services/perspectives/pushing-through-undercurrents.html)
+_[from the Forum, and the executive summary from Deloitte.](https://www.deloitte.com/global/en/Industries/financial-services/perspectives/pushing-through-undercurrents.html)_
+
+|How can the industry mitigate it?|Col2|
+|---|---|
+|Goal Mitigation opportunities||
+|Strong security for BaaS platforms and API connectivity Properly vetted BaaS partners Institutional knowledge transfer from banks to BaaS partners|• Use input validation protocols • Apply network segmentation and access control measures • Improve due diligence on BaaS providers • Help BaaS and other fintech providers get better at risk management and compliance|
+
+
+## [Risk 1: Risk exposure from Banking as a Service offerings]
+
+**What could go wrong?**
+
+Banking as a service (BaaS) increasingly relies on application programming interfaces, introducing vulnerabilities
+that can pose risks for banks. The risk is growing because:
+
+**• Customers’ sensitive data and funds may be at risk from phishing and social engineering attacks**
+
+**• Flawed APIs might provide a back door for hackers to penetrate banks’ systems**
+
+**• Noncompliance with data privacy rules by BaaS providers might expose partner banks to reputational risks**
+
+This risk could become systemic if, for example, a malicious actor launches a distributed denial-of-service attack on
+a BaaS provider, keeping customers from accessing their accounts or making transactions.
+
+**What sectoral and regional** **How can the industry mitigate it?**
+**forces could amplify the risk?**
+
+**Goal** **Mitigation opportunities**
+
+**• A complex BaaS technology** Strong security for **• Use input validation protocols**
+stack BaaS platforms and API
+
+**• Apply network segmentation and**
+
+connectivity
+
+**• Limited redundancy measures** access control measures
+
+**• A lack of input validation,**
+enabling attackers to upload
+malicious code into a bank’s Properly vetted BaaS **• Improve due diligence on BaaS**
+systems through its APIs partners providers
+
+Institutional knowledge **• Help BaaS and other fintech providers**
+transfer from banks to BaaS get better at risk management and
+partners compliance
+
+
+**What sectoral and regional** **How can the industry mitigate it?**
+**forces could amplify the risk?**
+
+**Goal** **Mitigation opportunities**
+
+
+-----
+
+## ^
+
+
+##### Risk 2: Inadequate stability mechanisms for stablecoin arrangements
+
+|How can the industry mitigate it?|Col2|
+|---|---|
+|Goal Mitigation opportunities||
+|Standardization and oversight of stablecoin arrangements Investor and customer protection Transparency of capital reserves|• Requirement for anti-money laundering and “know your customer” processes for stablecoin issuers • Offer insurance coverage for stablecoin tokens • Enforce responsible marketing rules and customer education • Periodically audit and stress-test stablecoin issuers’ reserve assets|
+
+
+**What could go wrong?**
+
+Stablecoins mimic fiat currencies but without the backing of a central bank, heightening the probability of a run.
+The risk is growing because:
+
+**• Governance and regulatory gaps could perpetuate illicit activities that might threaten the integrity of the broader**
+financial system
+
+**• The novel technologies used for minting and managing stablecoins are exposed to security risks**
+
+**• The absence of a stability mechanism like deposit insurance increases the risk of a run**
+
+This risk could become systemic if, for example, a significant stablecoin issuer fails to promptly honor large
+customer withdrawal requests, touching off a run and eventually collapsing the stablecoin arrangement.
+
+**What sectoral and regional** **How can the industry mitigate it?**
+**forces could amplify the risk?**
+
+**Goal** **Mitigation opportunities**
+
+**• A less mature regulatory** Standardization and oversight **• Requirement for anti-money laundering**
+environment of stablecoin arrangements and “know your customer” processes
+
+for stablecoin issuers
+
+**• Stringent capital controls, which**
+may encourage individuals in
+those jurisdictions to park their
+assets in global stablecoins
+
+Investor and customer **• Offer insurance coverage for stablecoin**
+
+**• Unsecure systems and poorly** protection tokens
+managed internal processes
+
+**• Enforce responsible marketing rules**
+and customer education
+
+Transparency of capital **• Periodically audit and stress-test**
+reserves stablecoin issuers’ reserve assets
+
+
+**What sectoral and regional** **How can the industry mitigate it?**
+**forces could amplify the risk?**
+
+**Goal** **Mitigation opportunities**
+
+
+_[To learn more about technology’s impact on systemic risk in banking, including examples, please see pages 60-70 of the full report.](https://www.deloitte.com/global/en/Industries/financial-services/perspectives/pushing-through-undercurrents.html?id=gx:2em:3int:4GC1000205:5awa:6fs:20230330:WEFDel)_
+
+
+**What could go wrong?**
+
+Stablecoins mimic fiat currencies but without the backing of a central bank, heightening the probability of a run.
+The risk is growing because:
+
+
+#### Contacts
+
+
+**Neal Baumann**
+
+Financial Services Industry leader
+Deloitte Global
+[[email protected]](mailto:nealbaumann%40deloitte.com?subject=)
+
+
+**Rob Galaski**
+
+Vice-Chair and Managing Partner
+Deloitte Canada
+[[email protected]](mailto:rgalaski%40deloitte.ca?subject=)
+
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL ( also referred to as
+
+“Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL
+
+[member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.](http://www.deloitte.com/about)
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private
+
+companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy,
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+a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte’s approximately 415,000 people
+
+[worldwide make an impact that matters at www.deloitte.com.](http:// www.deloitte.com)
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+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms or their related entities (collectively, the “Deloitte
+
+organization”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should
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+
+© 2023. For information, contact Deloitte Global.
+
+
+-----
+

pymupdf-folder/md/dttl-tax-technology-report-2023.md

@@ -0,0 +1,696 @@
+## Tax in a data-driven world More regulations more data more technology
+
+
+-----
+
+# Data and new regulations drive tax transformation
+
+
+Immediate access to reliable, accurate, and fit for purpose tax data is essential to be
+able to meet complex tax obligations, real-time reporting requirements, and increasing
+expectations of tax transparency. Recent developments such as the OECD’s Pillar
+Two rules, requiring large multinational enterprises to pay a minimum “global tax,” the
+introduction of CESOP (Central Electronic System of Payment information) and ViDA rules
+(VAT in a Digital Age) in the EU, e-reporting, and e-invoicing are all examples of initiatives
+which are increasing the compliance requirements for companies and having a significant
+impact on tax strategies and operations. Advances in the way technology is used to
+identify, transform, and manage tax-related data should be an essential component of
+a business’s response.
+
+#### Pillar Two is at the forefront of our mind. We are still quantifying any additional liability and establishing any impact on our Effective Tax Rate. Naturally, there is a huge compliance and systems requirement to accommodate Pillar Two.
+
+**Gemma Beck**
+Head of Tax, Haleon Plc
+
+Challenges such as version control, manual data collection, or getting the right format
+and level of data can delay accurate reporting and insights—insights from data being
+something the respondents to Deloitte’s Tax Transformation Trends 2023 research
+highlighted as of high importance. The impact of these regulatory and digitalization
+changes can vary across companies based on their size, region, or industry. Yet, the
+overall trend has been toward growing workloads and increased complexity.
+
+
+-----
+
+In addition, many tax authorities are collecting and sharing
+more detailed data about taxes and are requesting direct
+access to large companies’ tax-related data. The digitalization
+of tax authorities elevates the need for reliable and automated
+tax models, and generating the right data, in the right format,
+at the right time. Automating data input, validation, and
+cleansing can save time and reduce risk, but is also key to
+enabling the access tax administrations increasingly require.
+
+All this at a time when businesses are starting to explore the
+role and benefits of Generative AI, and having to evaluate how
+trustworthy this technology is, the risks associated with data
+privacy, as well as the consequences for their employees.
+
+Technology can also facilitate greater visibility into tax data
+across the enterprise, which can provide insights that can
+generate value for the business when making strategic
+decisions. In short, tax departments increasingly need
+technology to help them pivot from task completion and
+cost control toward being able to extract outcome-oriented
+business insights from compliance activities through analytics.
+
+Yet, when Deloitte asked 300 tax and finance professionals
+what progress they had made in implementing tax
+transformation strategies, 24% stated they intended to
+implement an ERP system customized for tax issues in the next
+12 months (Figure 1). Only 37% of respondents said their tax
+department had fully implemented the use of tools _to monitor_
+_relevant developments in tax laws around the world. Similarly,_
+many respondents reported that their tax department
+had not yet fully implemented the data management and
+technology applications required by these changes—
+introduction of tax data management solutions and/or having tax
+_professionals in the company’s data management team (38%), and_
+_integrated processes (32%)_
+
+
+**Figure 1. Progress made in implementing tax transformation strategies**
+
+
+Fully implemented Plan to implement within 12 months
+
+
+37%
+
+37%
+
+
+ERP system customized for
+tax issues
+
+Use of tools to monitor
+relevant developments in tax
+laws globally
+
+
+Tax data management solutions
+
+38% and/or tax professionals in
+
+company’s data management team
+
+
+24%
+
+7%
+
+6%
+
+4%
+
+4%
+
+4%
+
+2%
+
+
+37%
+
+32%
+
+41%
+
+41%
+
+
+Use of advanced analytics in
+monitoring of key controls
+
+Integrated processes
+
+Streamlining of processes not
+appropriate for automation
+
+Automation of tax compliance
+and reporting processes
+
+
+Implementing tax technology, or customizing existing ERP systems, requires identifying the appropriate issues to
+customize the system for, involving the right stakeholders internally, obtaining budget when there are competing
+demands, and devising a robust schedule of maintenance.
+
+
+-----
+
+Compliance is a top priority for the tax department (Figure 2) but to achieve it, comply
+with Pillar Two, or calculate their global tax liability, tax departments need accurate,
+timely, tax-related data integrated across their organization. However, achieving visibility
+into enterprise-wide tax data has proven difficult for many companies, with respondents
+to Deloitte’s Tax Transformation Trends 2023 survey citing integrating tax-related data
+_across the company (36%) as their second-most important challenge. More than a fifth of_
+respondents found challenges in having limited technology or data management expertise
+(23%), obtaining a comprehensive view of the total tax paid globally (22%), and not having
+_sufficient control over technology strategy and investment (22%) (Figure 2). There is a “perfect_
+storm” with the compliance challenge at least partly linked to these other factors.
+
+**Figure 2. Challenges for the tax department over the next three to five years**
+
+
+# 1. Customizing technology
+ for global compliance
+
+
+50%
+
+25%
+
+0%
+
+|43% 36% 23% 22% 22% 18% 11%|Col2|Col3|Col4|Col5|Col6|Col7|
+|---|---|---|---|---|---|---|
+||||||||
+
+
+Difficulty in aligning
+with company’s
+technology
+transformation
+strategy/
+approach
+
+
+Obtaining
+adequate
+budget
+
+
+Obtaining a
+comprehensive
+view of the
+total tax paid
+globally
+
+
+Lack of
+sufficient
+control over
+technology
+strategy and
+investment
+
+
+Limited
+technology/
+data
+management
+expertise
+
+
+Complying
+with evolving
+tax laws and
+regulations
+around the
+world
+
+
+Integrating
+tax-related
+data across
+the company
+
+
+_Percentage ranked among top 3 challenges_
+
+
+-----
+
+The desire to continue customizing ERP systems for tax is not surprising—being able to incorporate
+flexibility and information to respond to changing tax laws will help companies comply, thereby avoiding
+penalties and costs. Modern ERP systems can provide the accurate, granular data that tax teams
+need at the legal entity level, while still supporting the management-level reporting needed by other
+stakeholders. In this way, the ERP can help support tax analytics so that companies can model the
+impact of changing tax laws in multiple jurisdictions, improving the insights used for decision making.
+
+Companies have been working to put in place the data management and technology capabilities
+demanded by today’s tax environment, but many have more work to do.
+
+
+-----
+
+Many of the challenges appear greater for smaller companies than for larger ones. For example, respondents at companies with revenues of US$5 billion or greater were more likely to
+say that their company had fully implemented introduction of tax data management solutions and/or having tax professionals in the company’s data management team (55%) than did those
+at companies with revenues of US$1 billion to US$5 billion (35%) or US$750 million to US$1 billion (25%) (Figure 3).
+
+**Figure 3: Strategies/actions fully implemented by the tax department—by company size**
+
+
+-----
+
+Digital transformation is embedded into most companies agendas, but it is still difficult
+to identify clear returns on technology investment—from determining which actions
+drive the most impact, to which investments yield the highest enterprise value. With
+Generative AI also advancing at pace, it is increasingly difficult for businesses to work out
+the optimum point at which to invest at scale. When resources are constrained, it is worth
+weighing up the investment needed for developing, buying, maintaining, and replacing
+technology versus leveraging the technology of an outsource service provider.
+
+
+# 2. Deciding how to invest
+ in technology
+
+
+-----
+
+**Figure 4. Benefit company has received** **or could receive** **from outsourcing an entire activity or function in the tax department**
+
+100%
+
+75%
+
+26%
+
+27% 34% 37%
+
+33%
+
+35%
+
+30%
+
+50%
+
+54%
+
+51%
+
+25% 46% 45% 45% 43% 40%
+
+0%
+
+Access to the Reduced Access to tax Reduced need for Ability to provide flexibility Transfer of risk associated Reallocation of current
+latest technology operating costs subject matter capital investment in and quickly scale tax with technology systems or tax team to other
+capabilities expertise technology operations as needed processes to one or more strategic objectives
+
+third parties
+
+Major/significant Some
+
+Respondents to the Tax Transformation Trends 2023 survey cited access to the latest technology capabilities (54%) even more often than reduced operating costs (51%) as a major or
+significant benefit of outsourcing (Figure 4). Reduced need for capital investment in technology (45%) was also named frequently as an important benefit. Outsourcing can provide a
+strategy for tax departments to acquire the technology tools and expertise that the current environment demands without incurring the significant capital investment that would be
+required, upfront and ongoing, if enhancements were developed in-house.
+
+While tax departments may have had discretionary budget for incremental changes, or fixing “broken” systems, wholescale finance transformation has centralized budgets, with IT
+taking a prominent role in deciding where transformation efforts will focus. This has led to a greater need for the tax department to collaborate with IT and other departments.
+
+
+-----
+
+# 3. Internal collaboration
+ and obtaining budget
+
+
+Data management and IT applications are increasingly important to tax departments.
+However, in Deloitte’s Tax Transformation Trends survey, 78% respondents in 2023 said
+technology strategy and planning was largely controlled by Finance or IT; 56% said that
+the tax department has input into the process, while 22% said it had little input (Figure
+5). These findings represent a change from the 2021 survey, in which tax leaders more
+often said their departments had control over technology strategy and budget. This may
+be due to an increased reliance on ERPs, rather than tax-department specific solutions,
+along with the growing need for tax to gather data from across the company—both of
+which would put more control into the hands of IT and Finance.
+
+**Figure 5. Tax function role in technology strategy and planning**
+
+7%
+
+15%
+
+40%
+
+56%
+
+23%
+
+23%
+
+22%
+14%
+
+**2021** **2023**
+
+
+Largely set/controlled
+
+by Finance or IT, with
+
+little input from Tax
+
+
+Largely set/controlled
+
+by Finance or IT, but
+
+Tax has input
+
+
+Tax has significant
+
+autonomy over
+technology strategy,
+but limited control over
+
+Capex budget
+
+
+Tax has significant
+autonomy over both
+
+technology strategy
+
+and Capex budget
+
+
+-----
+
+There were also significant regional differences. Respondents at North American companies (40%) more often said that the tax department has significant autonomy either over
+technology strategy or over both technology strategy and budget than did those at companies headquartered in Europe (10%) or Asia Pacific (20%) (Figure 6). European and Asian
+companies typically contend with more indirect taxes, requiring complicated integration with supply chain management in ERP systems, led by Finance, while in North America the
+emphasis is on income taxes, requiring the tax department to lead. Historically, Asian companies have been geared more toward managing reporting and compliance in multiple
+jurisdictions in a decentralized manner, and as a result, were not as experienced in having a common ERP platform to solve all jurisdictional issues. This is, however, changing rapidly as
+more tax technology expertise is developing in Asia, enabling common ERP platforms and local customization.
+
+**Figure 6. Tax function role in technology strategy and planning**
+By region
+
+Largely set/controlled by Finance or IT, with little input from Tax
+
+10%
+
+6% [4%]
+
+25% 18% 20%
+
+29%
+
+Largely set/controlled by Finance or IT, but Tax has input
+
+**North** **Asia**
+
+**Europe** **America** **Pacific**
+
+22% Tax has significant autonomy over technology strategy, but limited
+
+control over Capex budget
+
+50%
+
+65%
+
+51% Tax has significant autonomy over both technology strategy
+
+and Capex budget
+
+Technology plays a key role in many aspects of tax operations and in transforming those operations to meet today’s challenges—which was made clear in interviews with respondents.
+
+
+-----
+
+Many respondents said implementing a single, integrated tax platform was a key priority
+for the next few years as they pursue increased efficiency and access to better data. For
+many, there is still work to do on rationalizing fragmented technology landscapes.
+
+#### We are looking at how do we deal with all the various systems, and how do we bring some structure and consistency and visibility in that chaos—what evolution and trends are happening from a technology point of view.
+
+**Dirk Timmermans**
+Vice President of Global Statutory Finance and Tax Operations, Johnson Controls
+
+To make the case for budget, tax departments need to demonstrate the value they
+generate and protect for the company. Companies that have taken the top-down
+company view, managed to explain the impact of tax authority digitalization to the C-suite
+and worked collaboratively with the IT department have typically been more successful in
+building this value case.
+
+Understanding and communicating the aspiration of real-time compliance through
+direct connection between tax authorities and company systems (see the OECD’s
+[“Tax Administration 3.0” discussion paper) is important for ERP system design as ERP](https://www.oecd.org/tax/forum-on-tax-administration/publications-and-products/tax-administration-3-0-the-digital-transformation-of-tax-administration.htm)
+systems are where most transactions are handled—thinking about the long term is
+imperative, as finding a point solution now, without thinking through the potential
+requirements in five to 10 years’ time, may hinder the tax department from creating
+the environment that will enable being a strategic advisor to the business. Being able to
+identify all the potential outcomes, however, is the difficult part, especially since tax laws
+and regulations still differ significantly between jurisdictions and change frequently.
+
+
+-----
+
+# 4. Finding the optimal
+ implementation and maintenance program
+
+
+Tax departments often focus on immediate need technology. Best practice, however,
+would suggest obtaining budget and developing a road map first to use the technology
+already available, identifying what might be needed in the future, and then making buildor-buy decisions. At this point, it’s useful to have a holistic view of the tax department’s
+operating model—it’s not about doing everything now, but looking at increasing speed
+and accuracy, and freeing up tax professionals for more strategic business activity.
+
+Once the technology is chosen, the question is often whether to implement using
+internal resources, appoint an implementation partner, or outsource the entire function
+requiring the technology.
+
+If the decision is made to use in-house resources, tax departments need to develop
+professional teams with the new skills required, especially data management and
+technology expertise. This was evident from Deloitte’s Tax Transformation Trends
+research in 2023: When asked where their tax department will have the greatest need
+for skills over the next three to five years, respondents most often named data analytics,
+_data-driven strategic insights, and data management (44%)—a reflection of the growing_
+importance of data-driven decision making and increased government requirements for
+direct access to companies’ tax data (Figure 7 on the next page).
+
+
+-----
+
+Several skill areas were cited less often in 2023 than in 2021, suggesting that some companies may have made progress in addressing their talent requirement in those areas either
+through recruitment, or by leaning more on outside providers. For example, technology transformation and process redesign was named as a top talent need by 29% of respondents
+in the current survey, compared to 43% in 2021. However, this area still ranked fourth highest among the skills needed in the next few years, indicating that many companies are still
+working to develop or acquire technology talent.
+
+**Figure 7. Greatest needs in the tax department for skills over the next one to two years**
+
+2021 vs. 2023
+
+50%
+
+45%
+44% 43%
+
+40%
+
+36% 35% 36% 36%
+
+29% 29% 27% 28%
+
+25% 25% 25%
+
+25%
+
+10%
+
+0%
+
+Data analytics, Specialist tax Transactional Technology Risk Expertise in Cross-business External Business process Communications
+data-driven strategic technical skills tax skills transformation management emerging areas advisory skills stakeholder skills skills
+insights, and data and process of regulatory management
+management re-design compliance
+
+2023 2021
+
+Note: Percentages do not add up to 100% since respondents could make multiple selections. Some items only appeared in the 2023 survey.
+
+
+-----
+
+# What’s next?
+
+
+Strategic management and effective use of data as an asset will be top of mind for tax leaders as
+both global tax reform and primary stakeholders—including boards, finance functions, and financial
+institutions—continue to place data management at the center of the tax function. The tax technology
+landscape, however, is broader than ERP and identifying tax data—tax leaders also need to consider
+how many technologies are really needed to meet their needs, how many are not yet connected to
+each other, and how fast technology is changing, threatening the obsolescence of existing systems.
+
+The pace at which Generative AI technology and tooling is advancing can make it difficult for
+businesses to work out the optimum point at which to invest at scale. Generative AI activity is
+currently predominantly focused on identifying use cases and undertaking a tactical program of
+experimentation as part of a measured approach to understanding the role and impact Generative
+AI can have on a variety of business functions. There should, however, be an expectation that
+over time, Generative AI, combined with broader AI and data analytical techniques, will play an
+increasingly dominant role in the tax technology space, fueled by high levels of fluency, an expansion
+of functionality and, critically, reduced cost of deployment. All of which reinforces the need for a clear
+strategy and focus on data structures.
+
+Today, tax directors are addressing the impact of data within their tax functions and have pivoted
+by introducing new skill sets within their tax function, which is encouraging. This is, however,
+just the first step of a continuous journey in which primary stakeholders use tax data through
+analytics as a strategic enabler to drive investment decisions, often these days using dynamic
+dashboarding and modeling.
+
+The results of Deloitte’s Tax Transformation Trends 2023 survey highlighted the need for datadriven insight from compliance activities, more agile partnering with other parts of the business,
+and a heightened need to integrate technology across functions and jurisdictions. As digitalization
+continues—accelerated by the introduction of Artificial Intelligence capabilities—tax departments will
+need to ensure their digital strategy meets an ever-changing tax regulatory landscape, is incorporated
+into and aligns with the business’s overall digital transformation ambitions, and incorporates efforts
+to prepare their people and processes for accelerated transformation. Tax directors interviewed for
+Deloitte’s Tax Transformation Trends research recommend embedding Tax into everyday processes
+and operations. This will lead to tax considerations in transformation efforts becoming “business as
+usual,” and making building the business case for technology investment less onerous.
+
+
+-----
+
+**About the research**
+Deloitte’s 2023 Tax Transformation Trends
+survey engaged tax and finance executives
+to understand their strategies for tax
+operations, outsourcing, technology, and
+talent. Deloitte surveyed 300 senior tax
+and finance leaders at companies across
+a range of industries, sizes, and regions to
+understand their future vision for the tax
+function and how they plan to achieve that
+vision. Deloitte also conducted a series
+of qualitative one-on-one interviews with
+senior tax executives at large multinational
+companies to develop deeper insights into
+their tax transformation activities.
+
+
+**Figure 8. Demographics**
+
+|Revenue US$750M to 1B 43% US$1B to 5B 28% US$5B+ 29%|Life Sciences Industry & Health Care Consumer Financial 7% Services 35% 13% Technology, Media & 16% Telecommunications Energy,Resources, 29% & Industrials|
+|---|---|
+
+
+Headquarters location
+
+**Asia Pacific**
+
+### 30%
+
+**Europe**
+### 39%
+
+
+**North America**
+### 31%
+
+
+**Role**
+
+**C-1**
+**19%**
+**C-2**
+**35%**
+
+**C-suite**
+**46%**
+
+**Finance**
+**28%**
+
+**Tax**
+**72%**
+
+Survey sample size = 300
+
+C-suite (e.g., CFO, CAO, CTaxO) = 137
+
+C-1 (e.g., EVP, SVP of Tax or Finance) = 57
+
+C-2 (e.g., Directors, VP, Head of
+sub-division) = 106
+
+
+**Switzerland**
+**5%**
+
+
+-----
+
+**Europe, Middle East, Africa**
+
+**Christophe De Waele**
+Tax & Legal Operate Leader
+Deloitte North & South Europe
+[email protected]
+
+**Ana Santiago Marques**
+Tax & Legal Operate Leader
+Deloitte Central Europe
+[email protected]
+
+**Patrick Earlam**
+Tax & Legal Operate Leader
+Deloitte Africa
+[email protected]
+
+**Asia Pacific**
+
+**Christopher Roberge**
+Tax Operate Leader
+Deloitte Asia Pacific
+[email protected]
+
+
+# Contacts
+
+
+**Andy Gwyther**
+Deloitte Global Operate Leader, Tax & Legal
+[email protected]
+
+**North America**
+
+**Eric Peel**
+Tax Operate Leader
+Deloitte Tax LLP (US)
+[email protected]
+
+**Emily VanVleet**
+Tax Operate Leader
+Deloitte Tax LLP (US)
+[email protected]
+
+**Jeff Butt**
+Tax & Legal Operate Leader
+Deloitte Canada
+[email protected]
+
+**Arturo Camacho**
+Tax & Legal Operate Leader
+Deloitte Spanish-LATAM
+[email protected]
+
+
+-----
+
+Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also
+referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties.
+DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.
+com/about to learn more.
+
+Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private
+companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger
+economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte’s approximately
+457,000 people worldwide make an impact that matters at www.deloitte.com.
+
+This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms or their related entities (collectively, the “Deloitte
+organization”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you
+should consult a qualified professional adviser.
+
+No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms,
+related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication.
+
+© 2024. For information, contact Deloitte Global.
+
+
+-----
+

pymupdf-folder/md/life-sciences-smart-manufacturing-services-peak-matrix-assessment-2023.md

@@ -0,0 +1,548 @@
+## Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix[®] Assessment 2023
+
+### Focus on Deloitte August 2023
+
+###### Copyright © 2023 Everest Global, Inc. Thi d t h b li d t D l itt
+
+
+-----
+
+### Introduction
+
+###### Historically, the traditional manufacturing industry was primarily focused on designing standardized manufacturing procedures and managing labor and mechanical systems, but with the emergence of Industry 4.0, technology adoption has become widespread across industries, unlocking numerous benefits. However, the life sciences industry has been slow in adopting technology to modernize manufacturing setups. Nevertheless, the pandemic, regulatory frameworks, and the urge to achieve operational excellence are now driving the adoption of smart manufacturing services.
+
+ Life sciences enterprises aim to unlock benefits such as cost optimization, increased productivity, visibility, and efficiency by investing in critical use cases, including digital twins, predictive maintenance, etc. They are also exploring high-growth opportunities such as sustainable manufacturing, batch-to-continuous manufacturing, and manufacturing of personalized medicines. As the industry experiences investments in smart manufacturing, service providers are taking on the role of end-to-end digital transformation partners by co-developing solutions to assist enterprises in their digital journeys.
+
+ In the full report, we present an assessment of 16 life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix[®] Assessment 2023. The assessment is based on Everest Group’s annual RFI process for the calendar year 2023, interactions with leading life sciences service providers, client reference checks, and an ongoing analysis of the life sciences smart manufacturing services market.
+
+ The full report includes the profiles of the following 16 leading life sciences service providers featured on the Life Sciences Smart Manufacturing Services PEAK Matrix:
+
+ **Leaders: Accenture, Cognizant, Deloitte, HCLTech, and TCS**
+
+ **Major Contenders: Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys**
+
+ **Aspirants: Atos, HARMAN DTS, and NNIT**
+
+
+###### Scope of this report
+
+
+###### Geography Industry Services Global Life sciences (biopharmaceuticals and medical devices)
+
+
+-----
+
+### Life Sciences Smart Manufacturing Services PEAK Matrix[®] characteristics
+
+###### Leaders
+
+ Accenture, Cognizant, Deloitte, HCLTech, and TCS
+
+ Leaders have positioned themselves as digital transformation partners for enterprises with end-to-end capabilities, and offer a balanced breadth of offerings across the life sciences
+
+###### manufacturing value chain
+
+ They demonstrate flexibility and innovation while pitching engagement models and commercial constructs, and possess a distinct talent pool specializing in the life sciences smart
+
+###### manufacturing space
+
+ There is a presence of a robust partnership ecosystem and investments aligned with the demand of the enterprises in the areas of digital twins, IoT-enabled analytics, cybersecurity, etc.,
+
+###### as well as high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing
+
+ They showcase a clear future roadmap to better supplement their internal capabilities and fill in the gaps in their existing portfolio of services through the development of IP, CoEs, and
+
+###### strategic initiatives
+
+ Major Contenders
+
+ Capgemini, Tech Mahindra, LTIMindtree, Wipro, NTT DATA, Innova Solutions, Birlasoft, and Infosys
+
+ Major Contenders comprise a varied mix of midsize and large firms. They possess a relatively less balanced portfolio compared to Leaders and are inclined toward specialization in
+
+###### certain specific areas of the value chain. Additionally, they offer limited solutions around high-growth opportunity areas such as specialty drugs manufacturing, sustainable manufacturing, and batch-to-continuous manufacturing
+
+ Major Contenders have shortcomings in certain areas of the manufacturing value chain; the prevalent approach to address smart manufacturing use cases is by harnessing
+
+###### cross-industry intellectual property, talent, and partnerships
+
+ They have substantiated their position within the mid-tier segment of clients by pursuing active client management and ramping up/down resources commensurate to the ask of buyers
+
+###### Aspirants
+
+ Atos, HARMAN DTS, and NNIT
+
+ When it comes to their services portfolio, Aspirants have restricted their focus to specific areas in the life sciences manufacturing value chain, with limited digital service capabilities
+
+ They have a limited partnership ecosystem and place more focus on leveraging horizontal capabilities to cater to the needs of life sciences enterprises rather than developing
+
+###### domain-specific services through CoEs and strategic alliances
+
+
+-----
+
+### Everest Group PEAK Matrix[®]
+ Life Sciences Smart Manufacturing Services PEAK Matrix[®] Assessment 2023 | Deloitte is positioned as a Leader
+
+###### Everest Group Life Sciences Smart Manufacturing Services PEAK Matrix[®] Assessment 2023[1,2,3]
+
+
+_High_
+
+_Low_
+
+
+Leaders
+
+Major Contenders
+
+
+Aspirants
+
+
+**Leaders**
+
+Deloitte
+
+Accenture
+
+**Major Contenders** TCS
+
+HCLTech
+
+Cognizant
+
+Capgemini
+
+Wipro
+
+NTT DATA
+Infosys LTIMindtree
+
+Innova Solutions Tech Mahindra
+
+###### Birlasoft
+
+NNIT
+
+HARMAN DTS
+
+Atos
+
+**Aspirants**
+
+
+_Low_ _High_
+
+**Vision & capability**
+Measures ability to deliver services successfully
+
+1 Assessments for Atos, Capgemini, Infosys, and NTT DATA exclude provider inputs and are based on Everest Group’s proprietary Transaction Intelligence (TI) database, provider public disclosures, and Everest Group’s interactions with enterprise buyers
+2 Assessment for Birlasoft, HARMAN DTS, and NNIT is based on partial primary inputs (briefings only)
+3 The assessment of Atos is completed prior to its acquisition by Eviden
+Confidentiality: Everest Group takes its confidentiality pledge very seriously Any information we collect that is contract specific will only be presented back to the industry in an aggregated fashion
+
+
+**Leaders**
+
+Deloitte
+
+Accenture
+
+**Major Contenders** TCS
+
+HCLTech
+
+Cognizant
+
+Capgemini
+
+Wipro
+
+NTT DATA
+Infosys LTIMindtree
+
+Innova Solutions Tech Mahindra
+
+###### Birlasoft
+
+NNIT
+
+HARMAN DTS
+
+Atos
+
+**Aspirants**
+
+
+-----
+
+### Deloitte profile (page 1 of 6) Overview
+
+**Company mission**
+
+Deloitte's Life Sciences Smart Manufacturing practice partners with life sciences enterprises in reimagining and
+reconfiguring their value chains to ensure the reliable and efficient supply of affordable and accessible therapies
+and medical products to the end customers, resulting in enhanced well-being of patients. It supports clients in
+their digital transformation journey and pushes life sciences manufacturing into the next generation of digital
+evolution. This is achieved through substantial investments in expanding global smart manufacturing
+capabilities, fostering robust partnerships, developing proprietary IP-based assets, leveraging smart factory
+technology, and nurturing talent.
+
+**Overview of the client base**
+
+Among its diverse customer base, Deloitte's life science smart manufacturing practice engages with the top 10
+largest global pharmaceutical enterprises, top 10 largest BioTech enterprises, 9 out of the top 10 medical device
+enterprises, and 18 out of the 21 largest life sciences enterprises.
+
+
+-----
+
+### Deloitte profile (page 2 of 6) Case studies
+
+
+###### NOT EXHAUSTIVE
+
+
+-----
+
+### Deloitte profile (page 3 of 6) Offerings
+
+
+###### NOT EXHAUSTIVE
+
+
+**Proprietary smart manufacturing solutions – such as IP, platforms, accelerators, and tools (representative list)**
+
+
+**Solution** **Details**
+
+Supply chain control tower platform It is an end-to-end platform solution that assists clients by providing prescriptive insights, monitoring transaction-level data, and offering analytical capabilities across the
+manufacturing and supply chain processes.
+
+CentralSight It has the capabilities to effectively visualize a multi-tier deep supplier ecosystem, helping enterprises identify and address the associated risks within the ecosystem in a
+timely manner.
+
+Smart factory capability compass It is an application that assists clients in assessing the current manufacturing maturity and readiness of their sites for smart factory investments and initiatives.
+
+CognitiveSpark for manufacturing It is a cloud-based, AI-powered solution designed to assist biopharma and MedTech manufacturers with insights that help optimize manufacturing processes and improve product
+quality.
+
+Turnkey IoT It is a suite of pre-configured solution accelerators tailored to high-potential manufacturing use cases.
+
+
+Managed Extended Detection and Response
+(MXDR)
+
+
+It is a SaaS-based, modular cybersecurity solution designed to protect enterprises from internal and external cyber threats.
+
+
+Greenlight This is a decarbonization solution designed to achieve net-zero emissions. It includes a package of dashboard modules that can ingest Green House Gas (GHG) emissions and
+reduce project data, enabling clients to visualize and analyze their aggregate carbon footprint.
+
+IDEA It is an IoT-based application that helps clients manage real-time energy consumption from different sources, combining the IoT approach with traditional Energy Management
+Systems (EMS).
+
+Digital IoT It is a preconfigured Siemens MindSphere application that offers a cloud-based, open IoT operating system connecting products, plants, systems, and machines. This application
+unifies data from Digital Product Lifecycle Management (DPLM), Data Acquisition and Management System (DAMS), Digital Manufacturing Execution System (DMES), and IoT
+systems onto an integrated dashboard, thereby enabling actionable insights.
+
+
+-----
+
+### Deloitte profile (page 4 of 6) Offerings
+
+
+###### NOT EXHAUSTIVE
+
+
+**Proprietary smart manufacturing solutions – such as IP, platforms, accelerators, and tools (representative list)**
+
+
+**Solution** **Details**
+
+SupplyHorizon It enables enterprises to proactively identify and mitigate supply chain issues. It leverages internal and external data, risk profiling, mitigation planning, persona-based
+visualizations, and AI to enable a visibility of multi-tier supply networks and sense any upcoming risks in order to mitigate disruptions.
+
+Smart manufacturing platform This is a platform solution that enables the comprehensive view of manufacturing operations across the organization with connected data from disparate systems to create dynamic
+data visualizations that provide useful insights and recommended actions. It assists in predictive analytics, quality analytics, planning and management, shop floor tracking and
+serialization, etc.
+
+Supplier 360 It is an end-to-end management solution that improves supplier relationships by consolidating data from various disparate sources to generate actionable insights on supplier
+performance, connecting stakeholders, and more.
+
+
+-----
+
+### Deloitte profile (page 5 of 6) Recent developments
+
+
+###### NOT EXHAUSTIVE
+
+
+**Key events – related to smart manufacturing services (representative list)**
+
+
+**Event name** **Type of event** **Year** **Details**
+
+Industrial data fabric Alliance 2023 Forged a multi-party partnership with AWS, HighByte, and Element to help manufacturers connect, structure, and manage industrial data at scale through an open
+industrial data framework; supports Deloitte's smart manufacturing platform and services, offering data analytics, predictive insights, and faster time-to-value for
+manufacturers
+
+Nubik Acquisition 2022 Acquired to strengthen its presence and leadership in the Salesforce practice and firm up its relationships and offerings for mid-market clients; it will assist clients with
+advanced solutions in manufacturing and distribution
+
+
+OCT Emissions
+Solutions
+
+
+Acquisition 2022 Acquired to assist clients with an end-to-end offering across the climate change and decarbonization life cycle. It provides solutions for hydrogen, carbon sequestration
+and offsets, and carbon dioxide cleanup
+
+
+AE Cloud Consultant Acquisition 2022 Acquired to deploy front-end and back-end solutions for order management, production management, supply chain management, warehouse and fulfillment,
+procurement, etc., for enterprises
+
+
+Smart factories spread
+across global locations
+
+
+Investment 2022 The smart factories that are spread across the globe serve as an ecosystem of smart manufacturing capabilities built on advanced technologies such as IoT,
+cybersecurity, and digital twins; also acts as a platform that brings together solution providers, technology innovators, and academic researchers to drive innovation
+
+
+Check Point Alliance 2021 Alliance with Check Point, a leading provider of cybersecurity solutions, to assist Deloitte in strengthening Industry 4.0 technologies by securing the enterprise
+manufacturing and supply chain infrastructure
+
+Syncronic Acquisition 2021 Acquired to enhance its supply chain practice in the Nordics region
+
+aeCyberSolutions Acquisition 2021 Acquired to strengthen its cybersecurity offerings
+
+Digital Immunity Alliance 2020 Alliance with Digital Immunity to leverage Deloitte's multiple OT lab environments, such as the Smart Factory in Wichita, to accelerate deployment testing by utilizing
+configuration and deployment guidelines from the lab environment
+
+Nozomi Alliance 2020 Alliance with Nozomi Networks to deliver IT, OT, and IoT security services in the EMEA region. This collaboration aims to assist enterprises in enhancing their threat
+detection capabilities and implementing effective cyber risk solutions
+
+Beelogix Acquisition 2019 Acquired to expand its capabilities and leadership in SAP digital supply chain solution​
+
+
+-----
+
+### Deloitte profile (page 6 of 6) Everest Group assessment – Leader
+
+###### Market impact
+
+ Market Portfolio Value Vision and adoption mix delivered Overall strategy
+
+ Strengths Limitations
+
+
+**Measure of capability:** Low High
+
+|Market impact|Col2|Col3|Col4|Vision & capability|Col6|Col7|Col8|Col9|
+|---|---|---|---|---|---|---|---|---|
+|Market adoption|Portfolio mix|Value delivered|Overall|Vision and strategy|Scope of services offered|Innovation and investments|Delivery footprint|Overall|
+||||||||||
+
+| Deloitte has made substantial investments in developing manufacturing solutions throughout the life sciences value chain, focusing on futuristic domain use cases such as cell and gene therapy manufacturing and sustainable manufacturing. It is further reinforced by its dedicated investments in building the Wichita smart factory, which strengthens its capabilities in IoT, cybersecurity, digital twins, robotics, etc.  While clients highlight the premium pricing points, they acknowledge the innovative commercial constructs offered by Deloitte and perceive the dollar value per service provided to be better compared to peers  Clients view Deloitte as a reliable strategic partner as it addresses both the existing and emerging business problems, even by engaging third-party providers if necessary  Clients appreciate the high quality of the talent deployed and the strong technical domain knowledge they possess| Although clients appreciate the technical and domain expertise of the talent deployed, they expect better attrition management to ensure seamless project delivery  Deloitte's tendency to consistently agree with clients without conducting thorough evaluations can reveal a lack of critical assessment and hinder their ability to make decisions that align with the enterprise's expertise and best interests  While clients appreciate Deloitte’s strategic inputs, they look for better transparency and alignment with the enterprise stakeholders|
+|---|---|
+
+
+-----
+
+# Appendix
+
+
+-----
+
+### Everest Group PEAK Matrix[®] is a proprietary framework for assessment of market impact and vision & capability
+
+###### Everest Group PEAK Matrix
+
+
+###### High
+
+ Low
+
+
+##### Leaders
+
+ Major Contenders
+
+ Aspirants
+
+
+###### Low High
+ Vision & capability Measures ability to deliver services successfully
+
+
+-----
+
+### Services PEAK Matrix[® ]evaluation dimensions
+
+###### Measures impact created in the market – captured through three subdimensions
+
+
+###### Leaders
+
+ Major Contenders
+
+ Aspirants
+
+
+###### Vision & capability
+
+
+Measures ability to deliver services successfully.
+
+This is captured through four subdimensions
+
+
+###### Vision for the client and itself; future
+ roadmap and strategy
+
+
+###### Depth and breadth of services portfolio across service subsegments/processes
+
+
+###### Innovation and investment in the enabling areas, e.g., technology IP, industry/domain
+ knowledge, innovative commercial
+
+
+###### Delivery footprint and global sourcing mix
+
+
+-----
+
+### FAQs
+
+###### Does the PEAK Matrix[®] assessment incorporate any subjective criteria? Everest Group’s PEAK Matrix assessment takes an unbiased and fact-based approach that leverages provider / technology vendor RFIs and Everest Group’s proprietary databases containing providers’ deals and operational capability information. In addition, we validate/fine-tune these results based on our market experience, buyer interaction, and provider/vendor briefings.
+
+ Is being a Major Contender or Aspirant on the PEAK Matrix, an unfavorable outcome? No. The PEAK Matrix highlights and positions only the best-in-class providers / technology vendors in a particular space. There are a number of providers from the broader universe that are assessed and do not make it to the PEAK Matrix at all. Therefore, being represented on the PEAK Matrix is itself a favorable recognition.
+
+ What other aspects of the PEAK Matrix assessment are relevant to buyers and providers other than the PEAK Matrix positioning? A PEAK Matrix positioning is only one aspect of Everest Group’s overall assessment. In addition to assigning a Leader, Major Contender, or Aspirant label, Everest Group highlights the distinctive capabilities and unique attributes of all the providers assessed on the PEAK Matrix. The detailed metric-level assessment and associated commentary are helpful for buyers in selecting providers/vendors for their specific requirements. They also help providers/vendors demonstrate their strengths in specific areas.
+
+ What are the incentives for buyers and providers to participate/provide input to PEAK Matrix research?
+
+ Enterprise participants receive summary of key findings from the PEAK Matrix assessment
+
+ For providers
+
+###### – The RFI process is a vital way to help us keep current on capabilities; it forms the basis for our database – without participation, it is difficult to effectively match capabilities to buyer inquiries – In addition, it helps the provider/vendor organization gain brand visibility through being in included in our research reports
+
+ What is the process for a provider / technology vendor to leverage its PEAK Matrix positioning?
+
+ Providers/vendors can use their PEAK Matrix positioning or Star Performer rating in multiple ways including:
+
+###### – Issue a press release declaring positioning; see our citation policies – Purchase a customized PEAK Matrix profile for circulation with clients, prospects, etc. The package includes the profile as well as quotes from Everest Group analysts, which can be used in PR – Use PEAK Matrix badges for branding across communications (e-mail signatures, marketing brochures, credential packs, client presentations, etc.)
+
+ The provider must obtain the requisite licensing and distribution rights for the above activities through an agreement with Everest Group; please contact your CD or [contact us](https://www.everestgrp.com/contact-us/)
+
+###### Does the PEAK Matrix evaluation criteria change over a period of time? PEAK Matrix assessments are designed to serve enterprises’ current and future needs. Given the dynamic nature of the global services market and rampant disruption, the assessment criteria are realigned as and when needed to reflect the current market reality and to serve enterprises’ future expectations.
+
+
+-----
+
+###### Stay connected
+
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+
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+
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+
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+-----
+

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