How are you working with the team right now in evaluating where you can go, maybe autonomous or semi-autonomous? Like, how do you bridge the gap between technology identifying problems to feeling comfortable or knowing the right places where you can let it go into act?

So we make decisions in the supply chain daily, weekly, hourly, different time points, right? And for each decision, there is a human element, and there's a technology element.

Some decisions you can put guardrails to manage and say, "Hey, if you go above this tolerance, act.

If you go below this tolerance, act." The system generates those recommendations.

This is where AI comes into play.

This is where LLMs come into play.

What are those guardrail and parameters that govern the supply chain decisions? And it's a combination of what I call the social element, which is the human, and the system element, which is the technology.

Heavy regulation in biopharma, when you start to try to balance patient safety and compliance against what you want in operations, which is agility and automation, what does it look like when those two potentially competing forces come together?

Can you share with us maybe one or two instances and results that you've achieved so far? You can pick some, some of the more notable examples and how that helped shape and improve the business.

Exactly.

So some of the notable examples, we haven't missed a beat on our customer service or global supply delivery over the last so many years, and as we all know, the world around us is changing and evolving so fast.

We are living in a daily world of volatility.

[chuckles] We are living in a daily world of variability.

I don't need to mention all the way from like COVID, post-pandemic, five geopolitical tensions around the world, war situations, our global vaccine delivery during pandemic times, and also our new product launch, launch deliveries throughout this last so many years, right? Along with that is enriching and uplifting the game of using technology in all aspects of the value chain, all the way from the way we look at our discovery and development, the way we look at our chemistry, manufacturing, and control process, the way we look at our autonomous manufacturing to support our growth portfolio, and also what we call a completely redefined operating model of self-healing supply chains.

All right? And we are not using technology or deploying technology for the sake of technology.

Tell us more, what does it mean? How does it work in practice?