Mars is investing AUD$200 million into Australian manufacturing by 2027, expanding production capacity, accelerating innovation, supporting renewable energy ambitions, and strengthening regional jobs, supply chains, and sustainable industry growth.

INVESTING IN ADVANCED MANUFACTURING

Mars, Incorporated has announced plans to invest AUD$200 million into its Australian manufacturing operations by the end of 2027, reinforcing its long-term commitment to local production, sustainability, and innovation.

The investment will support expanded manufacturing capacity, renewable energy ambitions, and continued operational improvements across the company’s Australian footprint. It also underlines Mars’ confidence in the future of Australian manufacturing and its role in supporting regional communities, local supply chains, and a more resilient low-carbon economy.

Since 2020, Mars has invested more than AUD$450 million across six Australian manufacturing sites to improve quality, safety, productivity, efficiency, and sustainability.

Today, 90 percent of Mars products sold in Australia are manufactured locally, demonstrating the company’s deep integration within the national economy.

Managing Director and General Manager Petcare Australia and New Zealand, Melodie Nye, said the latest investment would help Mars continue meeting the evolving expectations of consumers and customers alike.

EXPANDING CAPACITY IN WODONGA

A key milestone in the investment programme will arrive in June 2026, when Mars commissions the expansion of its pet food manufacturing facility in Wodonga.

The new AUD$112.5 million wet pouch facility is expected to create more than 60 jobs and will serve as a digitally enabled manufacturing hub designed to advance high-tech, AI-enabled food production capabilities in Australia.

The expansion represents a major step forward for Mars’ sovereign manufacturing capability, combining advanced automation, digital systems, and high-skill employment opportunities within one of regional Australia’s most significant production facilities.

Mars first established its pet nutrition factory in Wodonga in 1967, and the site remains one of the region’s largest private employers.

A 110-YEAR AUSTRALIAN LEGACY

The announcement also coincides with a significant milestone for Mars in Australia, as the company celebrates 110 years of local manufacturing heritage connected to brands that now form part of the Mars family.

That history dates back to 1915, when the first Wrigley chewing gum factory opened on Melbourne’s Elizabeth Street. The Wrigley brand would later become part of Mars, helping establish the company’s enduring presence in Australia’s consumer goods sector.

Today, Mars operates manufacturing facilities in Asquith, Bathurst, Wyong, Ballarat, Wacol, and Wodonga, alongside corporate offices in Melbourne and Sydney.

Following Mars’ acquisition of Kellanova in December 2025, the iconic Kellogg’s cereal factory in Botany also became part of the company’s Australian manufacturing footprint.

Across its seven factories and two corporate offices, Mars employs approximately 2,400 Associates throughout Australia.

DELIVERING LONG-TERM VALUE

As a private family-owned company, Mars has built generations of consumer loyalty through brands spanning confectionery, pet nutrition, and food products, including MILKY WAY®, PEDIGREE®, WHISKAS®, ROYAL CANIN®, and MASTERFOODS™.

For Mars, the latest investment represents more than operational expansion – it is a statement of confidence in Australian industry and the communities that support it.

The post Mars Fuels Australia’s Manufacturing Future appeared first on APAC Outlook Magazine.

DP World has launched a new end-to-end cargo war risk insurance solution designed to help shippers maintain supply chain continuity across Middle East trade corridors as geopolitical instability continues to disrupt global logistics networks.

DP World Expands Supply Chain Services Beyond Logistics Operations

The offering addresses growing challenges in the war risk insurance market, where coverage has become increasingly fragmented, expensive, and in some cases unavailable for cargo moving through higher-risk regions.

Unlike traditional cargo insurance policies that typically cover only a single transport leg, DP World’s solution provides continuous coverage across ocean freight, air cargo, port storage, and inland transportation under a single policy.

“This is about solving a real, immediate problem for global trade,” said Yuvraj Narayan, Group CEO, DP World.

“Supply chains don’t stop at the port or the shoreline, and neither should insurance. For the first time, cargo owners can access a single policy that protects goods across the entire journey, even in high-risk environments, helping keep trade moving when it matters most.”

Continuous Cargo Protection Targets Middle East Trade Routes

The insurance programme is available to companies trading in or through the Middle East and is designed to support supply chain operations across key regional corridors, including the Arabian Gulf, the Red Sea, and surrounding inland routes.

Coverage includes physical loss or damage linked to war-related risks, including conflict, civil unrest, seizure, and derelict weapons. DP World said all valid claims under the programme are settled with zero deductible.

The solution also addresses one of the largest operational gaps facing cargo owners in volatile regions: the transition points between ocean freight, terminal storage, and inland distribution.

How it Works: Example Shipment from Asia to the Middle East

Cargo travels by sea into Jebel Ali, where it is stored at port for several days before clearance, then transported by truck to its final inland destination.

With traditional insurance: Coverage typically applies only during ocean transit, leaving gaps during port storage and inland transport.

With DP World’s solution: A single policy provides continuous protection across the entire journey, from entry into the war risk zone through to final delivery.

Why this matters: 

• Traditional cargo insurance typically excludes war risk or requires separate cover
• Coverage often ends at discharge, leaving gaps during port handling and inland transport
• Carriers do not cover war-related losses, as these fall outside their liability

DP World’s solution closes these gaps with continuous, end-to-end protection.

Integrated Insurance Model Supports Supply Chain Flexibility

The programme was developed to provide greater flexibility as companies continue adjusting routes and transportation strategies in response to regional instability and supply chain disruption.

The offering includes:

• End-to-end protection from ocean or air transit through inland delivery
• Standalone ocean, air, or land transit policies
• Automatic port storage cover for up to 14 days
• Coverage limits of up to $400 million per shipment and $1 million per inland movement

The post DP World Launches End-to-End War Risk Insurance to Strengthen Middle East Supply Chain appeared first on APAC Outlook Magazine.

PepsiCo’s latest APAC Greenhouse Program is designed to move promising sustainability-focused start-ups beyond pilots and into commercial deployment across its supply chain. 

A SHIFT TOWARD SCALABLE INNOVATION  

PepsiCo is evolving its approach to corporate innovation in Asia Pacific (APAC) with the launch of the 2026 edition of its Greenhouse Program APAC: The IMPACT Edition.  

Moving beyond pilot-led experimentation, the initiative is designed to fast-track proven start-up solutions into PepsiCo’s supply chain through a more structured and commercially focused integration model. 

Now in its fourth year across APAC, the program has already facilitated more than 22 pilots involving over 30 start-ups, helping PepsiCo test emerging technologies and sustainability-driven innovations within its operations. The latest edition represents a strategic shift toward scaling solutions that have already demonstrated measurable potential within PepsiCo’s ecosystem. 

This year’s seven-month program brings together five alumni start-ups selected for their readiness to move toward operational deployment and commercial agreements. The chosen businesses align closely with PepsiCo Positive (pep+), the company’s end-to-end transformation agenda focused on sustainability, agriculture, climate, and circularity. 

FROM PILOTS TO IMPLEMENTATION  

The IMPACT Edition introduces PepsiCo’s new IMPACT Framework, which brings together teams from sustainability, procurement, supply chain, R&D, and operations much earlier in the process. Rather than evaluating projects sequentially, PepsiCo aims to align technical feasibility, commercial pathways, and operational priorities from the outset to reduce barriers to scale and accelerate implementation. 

“In Asia Pacific, the next wave of competitive advantage will come from how quickly we can turn practical innovation into scaled commercial outcomes,” says Anne Tse, CEO, Asia Pacific, PepsiCo. 

“Our priority is to focus on solutions that strengthen resilience in our value chain, accelerate execution in the market, and advance pep+ in ways that are measurable for both our business and our partners. This edition reflects a deliberate shift from exploring ideas broadly to backing the solutions most capable of creating strategic advantage across the region.”  

The company’s latest approach reflects a wider trend among multinational organizations seeking commercially viable sustainability solutions that can be integrated more rapidly into existing operations.  

By streamlining collaboration between internal stakeholders and startup partners, PepsiCo is aiming to shorten the path from innovation to measurable business impact. 

START-UPS DRIVING SUSTAINABILITY  

The five start-ups selected for the 2026 cohort represent a broad range of sustainability-focused technologies. Australia-based Adiona provides an artificial intelligence (AI)-powered logistics optimization platform designed to improve route planning and fleet efficiency.  

Early deployments have achieved a 19 percent reduction in fleet distance traveled, supporting potential reductions in Scope 3 emissions across bottler networks. 

Indonesia’s Bali Waste Cycle is focused on decentralized waste processing and the recovery of low-value plastics, while China’s Beijing AIForce Tech develops electric agricultural machinery to automate farming processes and reduce emissions. 

Thailand-based Takachar converts crop residues into biochar to support soil health and carbon sequestration, and Australia’s X-Centric delivers digital soil analytics technology aimed at improving soil measurement and optimizing agricultural inputs. 

BUILDING A STRONGER ECOSYSTEM  

The broader ecosystem supporting the program has also expanded, with partners spanning venture capital, agriculture, and innovation. These include Artesian, AgFunder Asia, SAIL at Nanyang Technological University Singapore, AgriFutures growAG, Circulate Capital, GC Ventures, and CM Venture Capital. Together, they provide project support, market access opportunities, and potential investment pathways as solutions mature. 

The program will conclude with a showcase event in Singapore this October, where participating start-ups will present progress against commercial and operational milestones to PepsiCo leaders, partners, and potential investors. 

The post PepsiCo’s APAC Greenhouse Program 2026 Fast-Tracks Start-Ups in the Supply Chain appeared first on APAC Outlook Magazine.

Martin Broglia, Managing Director for Bonfiglioli Australia and New Zealand, outlines why stronger policy support, renewable investment, and grid modernisation are critical to Australia’s net zero transition.

THE TRANSITION TO RENEWABLE RESOURCES

The 2026 Climate Change Performance Index (CCPI) ranks Australia 56^th on the global list (down from 52^nd place in 2025), noting that while our government has set a broad emissions reduction goal to cut greenhouse gas emissions by up to 70 percent by 2035, it has not outlined detailed plans for how this will be achieved. 

“Countries that are actively prioritising the shift to net zero and are investing in renewable energy are believed to hold over 50 percent of global GDP. If Australia is to secure its position among the leading economies of the world, the transition to renewable resources as well as the requisite investment in infrastructure and grid modernisation – underpinned by policy support – must become chief priorities,” says Martin Broglia, MD of Bonfiglioli Australia and New Zealand.

LOWERING THE BARRIERS TO CHANGE

Along with the government’s updated Net Zero emissions target, the Minister for Climate Change and Energy announced that 20 renewable energy projects have been selected under the Capacity Investment Scheme, and these are expected to deliver 6.6 gigawatt (GW) of renewable energy, putting Australia on track to achieve its targets.

Barriers to investment in renewable energy are also being scaled back, with the government announcing an imminent reduction in the costs and administrative requirements associated with developing renewable energy projects, including wind energy projects.

The local focus on the development of the wind energy sector reflects a broader global push, with the global wind energy market set to grow by 8.8 percent annually. Wind generation experienced significant growth in 2025.

According to the Clean Energy Council’s Q4 2025 report, nine major wind and solar projects were commissioned in Australia during the final quarter of 2025, adding 2.1 GW of new capacity (which is equivalent to powering 1.4 million homes).

The Australian Energy Market Operator (AEMO) reported a 29 percent increase in wind output during Q4 2025, compared with the same period in 2024.

MEETING THE DEMANDS OF A FAST-GROWING SECTOR

“Investment in infrastructure, grid modernisation and energy solutions will become key in the next few years. Demand for innovative, reliable and robust wind energy equipment will intensify, and turbine OEMs will look to partner with suppliers who can meet the requirement for resilience, energy efficiency, quality and cost-efficiency,” adds Martin.

Bonfiglioli holds a share of over 35 percent of the global wind turbine gearbox market, with a range of complete solutions that have been developed over almost 45 years of collaboration with leading OEMs.

The company’s commitment to ongoing R&D, the optimisation of its drives and the high level of quality and customisation of its solutions are all recognised differentiators.

In 2024, it initiated a renewal of the range of planetary drives specially developed for wind turbines, including compact solutions that offer greater thermal efficiency and require less lubricant, minimising environmental impact and enhancing product longevity.

In response to market demand for higher-efficiency motors, Bonfiglioli has developed and tested various sizes of its new efficiency-class asynchronous motors.

BRINGING GLOBAL SOLUTIONS TO LOCAL WIND PROJECTS

Bonfiglioli’s solutions for the wind energy sector include the 700TW Series yaw drive planetary gearbox, designed to reduce the lifetime cost of a wind turbine plant.

This is a formidable heavy-duty gearbox with an integrated motor-inverter, in a lightweight package. It has high transmissible torque radial/thrust load capacity and great shock resistance, and it’s easily integrated with Bonfiglioli sensors to provide technicians with real-time data on the turbine system (speed, load and current), as well as maintenance indicators (i.e. temperature, vibration, etc.).

Bonfiglioli also offers compact permanent magnet synchronous AC motors, ideally suited for use in Pitch and Yaw systems. Offering precise speed and position control, these motors deliver shorter, more dynamic cycles and they offer high torque density.

“Customers in the wind energy sector are looking for partners who can offer local stockholding and assembly capabilities backed by proven engineering and maintenance expertise. Having expanded our local network of production and distribution facilities, Bonfiglioli is well-positioned to meet these needs,” concludes Broglia.

The post Bonfiglioli : Powering The Winds Of Change appeared first on APAC Outlook Magazine.

A clinical study conducted by Samsung and Chung-Ang University Gwangmyeong Hospital has demonstrated the potential for consumer wearables to predict vasovagal syncope episodes before they occur, signalling new opportunities for preventive monitoring and digital health intervention.

Wearables Move Further into Preventive Healthcare

Samsung Electronics has announced the results of a joint clinical study with Chung-Ang University Gwangmyeong Hospital demonstrating the potential for smartwatch-based prediction of vasovagal syncope (VVS), commonly known as fainting.

The research used biosignal data collected from the Samsung Galaxy Watch6 and analysed heart rate variability patterns through an AI algorithm to identify signs of an impending fainting episode.

According to the study, the model was able to predict episodes up to five minutes in advance with an accuracy rate of 84.6%.

Addressing Risks Associated with Vasovagal Syncope

Vasovagal syncope occurs when heart rate and blood pressure suddenly drop, often triggered by stress or other physiological factors, leading to temporary loss of consciousness.

While fainting itself is generally not life-threatening, falls associated with episodes can result in serious secondary injuries, including fractures and concussions.

“Up to 40% of people experience vasovagal syncope over their lifetime, with one-third experiencing recurrent episodes,” said Junhwan Cho, Professor of Cardiology at Chung-Ang University Gwangmyeong Hospital.

“An early warning could give patients advance time to get into a safe position or call for help, which would dramatically reduce the incidence of secondary injuries.”

Clinical Validation Using Consumer Wearables

The study evaluated 132 patients with suspected VVS symptoms during induced fainting tests.

Researchers used the smartwatch’s photoplethysmography (PPG) sensor to collect heart rate variability data, which was then processed through an AI model trained to detect physiological changes preceding fainting episodes.

The system achieved a clinically meaningful sensitivity of 90% and specificity of 64%, supporting the feasibility of wearable-based prediction systems in healthcare settings.

Samsung said the findings represent the first study to demonstrate the potential for a commercial smartwatch to provide early prediction of syncope.

Expanding the Role of Digital Health Monitoring

The findings reflect a broader trend toward integrating consumer-grade wearable devices into preventive healthcare and remote patient monitoring strategies.

“This study is an example of how wearable technology can help shift healthcare from being designed for ‘post-care’ to a model of ‘preventive care,’” said Jongmin Choi, Head of Health R&D Group at Samsung’s Mobile eXperience Business.

“We are committed to driving technological innovation that empowers our users to lead healthier everyday lives.”

Real Implications for Healthcare Providers

For healthcare providers, the study suggestss the increasing clinical potential of wearable biosignal monitoring in early intervention and patient safety applications.

The ability to identify high-risk events before symptoms escalate could support new models of remote monitoring, particularly for patients with recurrent syncope conditions or elevated fall risk.

For digital health developers, the research also adds the growing convergence of AI analytics, biosensors and consumer devices in preventive care pathways.

The post Can a Smart Watch Predict Fainting? Samsung Study Demonstrates Preventative Healthcare Tech Solution appeared first on APAC Outlook Magazine.

Across safety-critical industries, working at height is one of the most common high-risk activities. Whilst prevention remains the priority, critical situations that require a rapid and effective response can still arise.  

That’s the challenge addressed by the Rescue From Height standard from OPITO, the global, not-for-profit skills body for safety-critical industries. The standard gives learners the knowledge and confidence to respond in a safe and structured way when a height-related emergency occurs. 

BUILDING COMPETENCE BEFORE AN EMERGENCY HAPPENS  

At its core, OPITO’s Rescue From Height standard is about developing the capabilities required in technically and operationally challenging rescue scenarios. The standard is designed for workers who already understand the fundamentals of working at height and are ready to take the next step in their learning journey.  

“The training gives workers operating at height the time and space to develop their confidence and competence, so they don’t have to apply their knowledge for the first time at a moment when something incredibly unexpected is happening,” explains Laura McNaughton, Product Development Manager at OPITO.  

Rescue From Height helps create a complete and progressive learning journey for those working in high-risk environments. Learners begin with safety awareness of working at height, then develop practical working at height skills, before moving into rescue planning and execution.  

The training strengthens learners’ ability to assess risk, use equipment effectively, and make structured decisions under pressure.

STRENGTHENING THE WORKING AT HEIGHT SKILLSET 

OPITO’s Rescue From Height standard aligns established global rescue principles and best practices with the specific demands of working at height. Across organisations and sites, this approach supports a more consistent understanding of rescue principles, equipment use, and decision-making in emergency scenarios. 

The standard builds on existing working at height training by gradually extending the knowledge and practical skills learners have begun to develop. 

“Some programmes move very quickly into more advanced rescue techniques,” McNaughton informs.  

“That can be quite a big progression for someone who has just recently developed their working-at-height capability. Rescue From Height is designed to bring people into that rescue activity more comfortably.” 

The standard also introduces the principles of self-rescue, helping learners recognise what actions they may need to take if they are directly involved in an incident. This includes understanding the risks associated with suspension and the importance of acting quickly.  

“It’s about what you can do for yourself if you find yourself in that situation,” McNaughton explains. “Even if it’s just a temporary action, it can make a difference.” 

Together, these elements strengthen the overall working-at-height skillset, giving workers greater awareness of how their actions, equipment, and environment interact during a rescue scenario. 

GROUNDED IN REALISTIC, SCENARIO-BASED LEARNING  

Realistic, scenario-based learning underpins the Rescue From Height standard. The training is structured to reflect real work conditions from the outset, using scenarios and equipment that workers are likely to encounter on-site.  

“Learners begin by building a rescue plan that’s relevant to their own work location,” says McNaughton.  

“They then use that plan in the practical exercise, so they can see what works and what they might need to adjust.”   

The standard’s practical exercises increase in complexity as learners progress through different rescue scenarios.  

“Learners move from self-rescue through to team rescue and supporting an unconscious casualty. That progression into group-based scenarios helps them understand what it feels like to work as part of a coordinated response,” she explains.  

To support a high-quality training experience and ensure consistency in equipment, environment, and assessment conditions, the Rescue From Height standard is delivered through OPITO-approved centres. 

BUILDING CONFIDENCE, JUDGEMENT, AND RESPONSE CAPABILITY  

Through a combination of planning, practice, and realistic scenarios, learners develop the ability to act quickly and decisively whilst maintaining control under pressure.  

“There’s a very narrow window of time in some rescue from height situations,” McNaughton notes.  

“In certain cases, you may only have around 15 minutes before the consequences become severe.”  

Repeated exposure to these scenarios helps learners make clear, informed decisions, building the practical judgment they need to manage that pressure in a real situation.  

For organisations, this means a workforce is better prepared to respond effectively in critical situations. It also supports wider competence frameworks, particularly in areas such as emergency response planning and ongoing safety development. 

SUPPORTING A STRONGER SAFETY CULTURE 

Effective rescue depends on preparation, clear thinking, and the ability to act under pressure. The Rescue From Height standard develops these capabilities through realistic scenarios and structured training, helping learners understand how to apply their skills in a controlled and consistent way.  

Ultimately, OPITO’s Rescue From Height standard ensures that when a critical moment arises, workers do not rely on instinct alone. Instead, they can draw on structured training, practical experience, and a clear understanding of how to act.  

When time is limited, that preparation can make a critical difference to the speed, clarity, and control of a safe response. 

The post When Every Second Counts : Inside OPITO’s Rescue From Height Standard appeared first on APAC Outlook Magazine.

Starbucks and Boyu Capital have formalised their China joint venture, combining global brand strength with local market expertise to accelerate expansion, sharpen relevance, and unlock disciplined long-term growth.

A NEW PHASE OF EXPANSION

Starbucks has officially closed its joint venture with Boyu Capital, marking a significant step in its long-term strategy for China and reinforcing its commitment to one of its most important global growth markets.

The deal, first announced in November 2025, positions the coffee giant for a new phase of disciplined expansion, stronger localisation, and enhanced customer engagement across the country.

Under the agreement, funds managed by Boyu Capital now hold a 60 percent stake in Starbucks’ China retail operations, while Starbucks retains the remaining 40 percent and continues to own and license its brand and intellectual property to the joint venture.

The new entity will oversee approximately 8,000 company-operated coffeehouses, all of which will transition to a licensed operating model, with a shared long-term ambition to expand to as many as 20,000 locations over time.

A STRATEGIC SHIFT IN CHINA

The partnership reflects Starbucks’ sustained confidence in China as a critical long-term market and signals a deliberate shift towards a more agile and locally attuned operating model.

By pairing Starbucks’ globally recognised brand and retail experience with Boyu Capital’s local market knowledge, the joint venture is designed to accelerate store expansion, deepen consumer relevance, and improve profitability, all while preserving the integrity of the Starbucks brand.

Brian Niccol, Chairman and CEO of Starbucks Coffee Company, described the transaction as a major milestone in the company’s international growth strategy.

HYPER-LOCALISATION AT SCALE

At the heart of the new venture is a sharpened focus on hyper-localisation, enabling Starbucks to better tailor its offering to China’s fast-evolving and highly diverse consumer landscape.

Molly Liu, CEO of Starbucks China, said the partnership would support a more targeted and locally relevant growth strategy, centred on premium handcrafted beverages, food, merchandise, digital engagement, and in-store experiences tailored to local communities.

This approach is expected to help Starbucks strengthen its market position, not only in established urban centres, but also in smaller cities and emerging regional markets where long-term growth potential remains significant.

A PLATFORM FOR LONG-TERM EXPANSION

For Starbucks International, the Boyu partnership provides a more efficient and scalable operating structure for future growth.

Brady Brewer, CEO of Starbucks International, said the new model would allow the company to expand with greater speed and precision, while strengthening financial performance.

Boyu Capital, meanwhile, sees the partnership as a strong strategic fit, built on Starbucks’ longstanding brand equity and strong resonance with Chinese consumers.

THE NEXT CHAPTER

With the transaction complete, Starbucks and Boyu now move into the operational phase of the joint venture, with a clear focus on expansion, innovation, and elevating the customer experience across China.

For Starbucks, the agreement represents more than a structural shift – it is a long-term strategic play designed to balance global brand stewardship with local agility. For Boyu, it is an opportunity to help shape the next phase of growth for one of the world’s most recognisable consumer brands in one of its most important markets.

Together, the two companies are setting the stage for a new era of growth in China, one built on scale, relevance, and a shared ambition to deliver the Starbucks experience to more communities than ever before.

The post Starbucks and Boyu Capital Brew Growth appeared first on APAC Outlook Magazine.

Deloitte has announced a major expansion of its alliance with Google Cloud, launching a dedicated end-to-end agentic transformation practice designed to help enterprises deploy AI agents securely and at scale using technologies including Gemini Enterprise.

Deloitte builds dedicated Google Cloud agentic AI practice

The move signals a broader industry shift from AI experimentation to enterprise-wide deployment, as organizations look to turn generative AI pilots into operational transformation across functions such as retail, healthcare, financial services and government.

The new practice combines Deloitte’s AI experience across Fortune 500 clients and its own internal operations with Google Cloud technologies, including Gemini Enterprise, to support what the company describes as an “agentic AI future.”

The offering spans strategy, process redesign, implementation, governance and adoption, supported by Deloitte’s AI-infused delivery platform, Deloitte Ascend™, and a rapidly expanding suite of Google AI and agentic assets.

According to Deloitte’s “2026 State of AI in the Enterprise” report, AI tools are now available to the workforce of about 60% of surveyed organizations, highlighting what the company says is a transition from pilot programs to true enterprise-scale deployment.

“Organizations are moving beyond AI pilots and into production, and how they make that shift will define their competitive edge,” said Jason Girzadas, CEO of Deloitte US.

“With Google AI and Gemini Enterprise, Deloitte helps clients deploy secure, scalable AI that drives productivity, streamlines operations and sharpens decision-making.”

More than 1,000 pre-built AI agents for enterprise workflows

Deloitte said it has developed a growing library of more than 1,000 pre-built, industry-specific AI agents designed to accelerate adoption across “heart-of-the-business workflows.”

To extend these capabilities across providers, the company is also connecting with third-party platforms through Google’s Agent2Agent (A2A) Protocol, enabling agentic capabilities across high-value, end-to-end workflows.

The firm said this approach is intended to help organizations move faster from experimentation to scaled operational use cases.

Deloitte expands internal use of Gemini Enterprise

Deloitte is also applying Gemini Enterprise across its own business, with more than 25,000 professionals already using the platform and plans to expand to 100,000 licenses.

The company is also increasing strategic Google Cloud investments through dedicated Gemini Experience Centers for hands-on collaboration and working with Google to provide forward deployed engineers (FDEs) for complex client use cases.

Google DeepMind will also provide early access to frontier models, including the Gemini family, allowing Deloitte to help refine the models for enterprise deployment.

From marketing workflows to learning assistants

Deloitte highlighted several live applications already powered by Gemini Enterprise.

Its Deloitte Digital business has launched an Agentic Orchestration Engine for the end-to-end marketing lifecycle, designed to replace fragmented execution with connected workflows.

Its U.S. marketing organization is also using Gemini Enterprise through its proprietary Marketing Workbench, helping teams build custom capabilities and improve operational efficiency.

Meanwhile, Deloitte’s Scout, powered by Google AI, provides personalized learning and development support for U.S. professionals.

Zebra Technologies uses agentic AI for operations

Deloitte and Google Cloud are also working with Zebra Technologies to deploy agentic AI for intelligent operations.

“Agentic AI is quickly moving from experimentation to a practical force multiplier across the enterprise, and our collaboration with Deloitte and Google Cloud shows what ‘real’ looks like — an AI agent that can operate with speed and consistency,” said Matt Ausman, chief information officer at Zebra Technologies.

“We’re applying agents in a targeted, outcomes-driven way to reduce risk, free up teams for higher-value work and scale what works with strong governance.”

Google Cloud: AI agents are the next enterprise transformation layer

Thomas Kurian, CEO of Google Cloud, said the partnership reflects the next stage of enterprise transformation.

“Agentic AI is the next step in enterprise transformation, automating complex workflows to deliver tangible business results,” he said.

“Our collaboration with Deloitte combines the power of Gemini Enterprise with Deloitte’s deep industry expertise, providing an accelerated path for customers to deploy agentic solutions at scale and unlock new levels of productivity.”

The post How Deloitte’s Dedicated Google Cloud Agentic Transformation Practice Could Accelerate the AI Era appeared first on APAC Outlook Magazine.

Bosch has introduced its third generation of silicon carbide (SiC) chips, marking a significant step forward in semiconductor performance for electrification.

Next-gen silicon carbide technology

The company is already supplying samples to global automakers, signalling the next phase of deployment in electric vehicle (EV) power electronics.

The latest generation of SiC chips delivers a 20% performance increase compared to previous iterations, while also being significantly smaller. This combination of higher power density and reduced size enables greater efficiency in drive electronics and allows more chips to be produced per wafer.

“Silicon-carbide semiconductors are the key drivers of electromobility. They control the flow of energy and make it as efficient as possible. With our next-generation SiC chips, we’re systematically expanding our technological leadership in this field and helping our customers put even more powerful and efficient electric vehicles onto the road,” said Markus Heyn, member of the Bosch board of management and chairman of the Bosch Mobility business sector.

“Our next-generation chips deliver 20 percent higher performance and are also significantly smaller than the previous generation. This miniaturization is the key to greater cost efficiency, as we can produce many more chips per wafer. That means we’re playing a key role in making high-performance electronics more widely available.”

Bosch targets global leadership in SiC chips

Bosch is positioning itself to lead in the rapidly expanding SiC semiconductor market, driven largely by electrification trends.

“Our ambition is clear: we want to be a globally leading manufacturer of SiC chips,” said Markus Heyn.

Since starting production in 2021, Bosch has already delivered more than 60 million SiC chips worldwide, underscoring growing adoption across the automotive sector.

Billions invested to scale global semiconductor manufacturing

To support demand and scale production, Bosch has invested heavily in its global semiconductor manufacturing footprint:

• Around €3 billion invested in semiconductors through European IPCEI programs
• Additional €1.9 billion investment in its U.S. facility

The company’s third-generation SiC chips are produced on 200-millimeter wafers at its Reutlingen, Germany fab, while a second facility in Roseville, California is being equipped for production, with initial samples already planned for customer trials.

“In the future, Bosch will supply its innovative SiC chips from these two fabs in Germany and the U.S.,” Heyn said, highlighting a strategy aimed at building more robust and resilient supply chains for automotive electrification.

The post “A Leap in Semiconductor Efficiency” : Bosch Introduces Third-Generation SiC chips appeared first on APAC Outlook Magazine.

SAP and Google Cloud have expanded their partnership to help businesses deploy AI agents at scale, enabling more automated, data-driven operations across enterprise systems.

Multi-agent AI orchestration across platforms

The collaboration introduces new integrations between SAP Customer Experience (SAP CX), SAP Engagement Cloud, and Joule solutions with Google Cloud’s Gemini Enterprise—creating a unified environment where AI agents can securely access and act on data across both platforms.

At the core of the partnership is a multi-agent architecture designed to connect systems, data, and workflows. Gemini Enterprise serves as a central hub, enabling AI agents to coordinate actions across SAP and Google Cloud environments.

These integrations are supported by SAP Business Data Cloud Connect for Google and BigQuery, allowing bidirectional, zero-copy data access with enterprise-grade security and governance. This foundation enables agents to exchange context, trigger actions, and optimize outcomes across platforms.

AI agents turn insights into action

The joint solution addresses a key challenge for many organizations: fragmented and outdated data. According to SAP Engagement Cloud research, more than half of marketers say this limits their ability to act in real time.

With the new capabilities, AI agents can operate on unified data to execute complex tasks. For example, users can define high-level goals such as increasing repeat purchases or maximizing customer lifetime value, and an AI agent will manage the full workflow—from content personalization to campaign execution.

Automation of end-to-end business processes

Using Joule Agents within SAP Engagement Cloud, businesses can automate campaign planning, execution, and optimization without manual intervention across multiple tools.

This enables:

• Autonomous campaign generation and optimization
• Continuous performance improvement
• Reduced operational overhead
• Faster time-to-market

The result is more efficient operations and the ability for teams to focus on higher-value strategic activities.

Executive perspectives on agentic AI transformation

“This is more than a data integration; it’s a leap forward for AI agents that can collaborate naturally and execute seamlessly,” said Balaji Balasubramanian, President and Chief Product Officer, SAP Customer Experience and Consumer Industries. “By combining SAP Business Data Cloud Connect for Google with interoperable AI agents across SAP and Google Cloud, we’re giving organizations a path from AI experimentation to AI-enabled customer experience at scale. Marketers can spend less time on manual tasks and more time shaping the customer journey.”

“To realize the full potential of agentic AI, businesses need their systems to speak the same language,” said Kevin Ichhpurani, President, Global Partner Ecosystem at Google Cloud. “By uniting SAP’s enterprise data and customer engagement platform with Google Cloud’s AI, we’re enabling marketers to move beyond simple automation to multi-agent orchestration, driving dynamic campaigns that reason and adapt to market shifts in real time.”

Expanding beyond marketing use cases

While marketing is the initial focus—with availability expected in the second half of 2026—the multi-agent orchestration model is designed to extend across the full SAP CX portfolio.

This positions the partnership as a foundation for broader enterprise adoption of AI agents, enabling organizations to connect data, systems, and workflows into a unified, AI-driven operating model.

The post “It’s a Leap Forward for AI Agents” : SAP and Google Cloud Expand Partnership to Scale Multi-Agent AI appeared first on APAC Outlook Magazine.

Powering the shift from pilot to production, Lenovo’s AI solutions are delivering unprecedented measurable gains in cost, quality, and operational performance for its users.

DELIVERING SMARTER TECHNOLOGY FOR ALL

“Manufacturers don’t need more artificial intelligence (AI) pilots. They need AI that runs at scale in production,” states Jonathan Wu, Chief Technology Officer of Smart Manufacturing at Lenovo.

At Lenovo – a global powerhouse determined to deliver smarter technology for all – this initiative has already been accomplished across its own international manufacturing operations, resulting in significant improvements in lead time, cost, and productivity. Specifically, at the company’s largest site in North America, lead time was reduced by 85 percent, logistics costs by 42 percent, and productivity was boosted by 58 percent through the deployment of AI and generative AI-enabled solutions.

“That experience is what we bring to our customers,” Wu states.

With approximately 94 percent of manufacturers increasing AI investments in 2026 alone, Lenovo is enabling the seamless transition from pilot to production with solutions that are already delivering measurable gains in cost, quality, and operational performance, shifting the priority from experimentation to execution.

DELIVERING MEASURABLE IMPROVEMENTS

It is evident that AI is no longer just a future ambition for manufacturers; rather, it has become an operational necessity, with many feeling the pressure to improve efficiency, resilience, and responsiveness in response to continuous supply chain volatility and rising operational complexity.

In partnership with NVIDIA at Hannover Messe 2026, Lenovo is actively demonstrating how manufacturers have the ability to close said gap by implementing AI solutions that have previously been proven at scale across the company’s own global operations.

Through the application of AI across production environments allowing for real-time detection, faster root cause analysis, and continuous improvement, Lenovo is working to strengthen supply chain resilience with immediate, multi-tier visibility.

Such solutions can be directly observed on the factory floor through the company’s Multi Purpose Robots, which create adaptive automation across workflows, including line-side delivery, picking, kitting, and material movement between production stages. This enables better production stability, increased equipment effectiveness, and better alignment between operations and changing demands.

PROVEN END-TO-END EXECUTION

Whilst many AI initiatives fall flat ahead of production, Lenovo ensures that these tools are designed to operate in live, complex environments by delivering solutions that are already running at scale in its own varied manufacturing operations.

The company’s proven experience enables faster deployment, reduced execution risk, and measurable business impact from the very start.

Specifically, Lenovo’s Hybrid AI Advantage merges infrastructure, data, models, and services into a single, integrated ecosystem that spans edge, cloud, and on-premises. Crucially, it is designed for real-world conditions, encouraging manufacturers to move from pilot to production with greater speed, confidence, and control.

Ultimately, as a global technology leader, the company is pioneering the use of its groundbreaking AI technology to enhance its own operations, allowing Lenovo to help other enterprises transform and embrace smarter AI for all.

The post Lenovo Provides Manufacturers with Production-Scale AI Solutions appeared first on APAC Outlook Magazine.

TCL sets out a clear message for global supply chain leaders: localised, consumer-first operations are central to long-term growth and resilience.

Global partners align on growth, resilience, and innovation strategy

At its 2026 Global Partners Conference in Shenzhen, TCL set out a clear message for global partners: localised, consumer-first operations are central to long-term growth and resilience.

Held under the theme “Pioneering for Greatness,” the event brought together nearly 500 partners and stakeholders from 49 markets to review two years of sustained growth and outline the company’s future roadmap. Against a backdrop of global market shifts and industry transformation, TCL emphasised its strategy to “work with global partners to lead with brand value, improve efficiencies in its global operations, and build a smarter, and more connected ecosystem for consumers worldwide.”

Building local value chains to drive responsiveness and resilience

A central pillar of TCL’s growth model is its focus on localised supply chains. The company highlighted how its expansion strategy prioritises building local value chains and investing in regional resources to better respond to market-specific demand.

Today, TCL operates:

• 25 R&D centres
• 7 joint laboratories
• 21 manufacturing bases worldwide

This integrated global network enables faster response to local consumer needs while supporting regional economic and industrial development. The approach reflects a broader shift in global supply chains toward localisation to mitigate risk and improve agility.

From manufacturing to distribution: a connected global network

TCL’s vertically integrated supply chain is designed to enhance both efficiency and scalability. As of 2025, the company operates:

• Approximately 80,000 retail stores worldwide
• A service network spanning 7,000 locations

This infrastructure allows TCL to reach more consumers globally while maintaining operational consistency and responsiveness across markets.

Leadership perspective: shared growth and long-term resilience

TCL’s leadership underscored the importance of collaboration and long-term value creation in navigating global supply chain complexity.

“TCL is fully invested in our shared success,” said Du Juan, CEO of TCL Industries. “Our theme for this year’s GPC—’Pioneering for Greatness’—is a confident statement on our outlook for the future. Underpinning this optimism are three simple truths: that creating real value empowers us to outlast any market cycle; that integrity is the foundation for enduring partnerships; and that shared growth is what will ultimately lead us forward.”

Product innovation aligned with supply chain strategy

TCL’s supply chain strategy is closely tied to its investment in innovation. Over the past three years, the company has significantly increased R&D spending to develop technologies focused on display quality, AI, and energy performance.

Key innovations showcased at the conference included:

• The X11L SQD-Mini LED TV
• TCL FreshIN 3.0 Ultra air conditioner
• TCL TwinMag Prime Fresh Series refrigerator
• TCL AI SuperDrum® Wash & Dry Tower
• TCL RayNeo AR Glasses
• TCL Photovoltaic Technology solutions

The company also reinforced its leadership in Mini LED technology, noting it was the first to introduce and mass-produce the technology.

Strategic partnerships strengthen global supply chains

TCL continues to expand its ecosystem through strategic partnerships. In March 2026, TCL Electronics Holdings Limited and Sony Corporation announced a joint venture to develop home entertainment products, aimed at delivering innovation and operational excellence.

The company also leverages global partnerships beyond manufacturing, including major sports collaborations with organisations such as FIBA and the NFL, as well as becoming an official Worldwide Olympic and Paralympic Partner in 2025.

Strong category performance underpins global expansion

TCL reported strong performance across key product categories:

• World’s No. 2 TV brand
• World’s No. 2 exporter of air conditioners, with 20 million units shipped
• 16th consecutive year as the world’s largest exporter of refrigerators

The company is also expanding into emerging segments, including AR smart glasses—where it ranked No. 1 globally in shipments in Q3 2025—and photovoltaic products, which saw revenue grow by 63.6% in 2025.

The post “Pioneering for Greatness” : How TCL Uses Localised Supply Chains to Spur Global Growth appeared first on APAC Outlook Magazine.

Amazon and Anthropic have expanded their strategic collaboration, combining large-scale infrastructure investment, custom silicon deployment and deeper platform integration to accelerate global adoption of generative AI.

Strategic collaboration scales global AI capacity, custom silicon adoption and enterprise access

The agreement includes a commitment from Anthropic to spend more than $100 billion over the next decade on Amazon Web Services (AWS) technologies, alongside Amazon’s plan to invest $5 billion immediately and up to an additional $20 billion in the future, tied to commercial milestones.

At the core of the partnership is a significant expansion of compute capacity. Anthropic will secure up to 5 gigawatts (GW) of infrastructure capacity using Amazon’s Trainium chips to train and power advanced AI models.

The collaboration spans multiple generations of custom silicon, including Trainium2, Trainium3 and future iterations, alongside tens of millions of Graviton CPU cores. This is designed to deliver improved price performance and scalability for large-scale AI workloads.

The companies are also continuing joint development efforts through Project Rainier—one of the world’s largest AI compute clusters—which uses nearly half a million Trainium2 chips to train and deploy Anthropic’s Claude models.

Expanding global AI deployment across cloud ecosystems

The partnership also strengthens international reach, with expanded inference capabilities planned across Asia and Europe to support growing enterprise demand.

Anthropic’s Claude Platform will now be available directly within AWS, allowing customers to access the full developer experience through existing AWS accounts without additional credentials or billing relationships. This complements availability via Amazon Bedrock, giving enterprises flexibility in how they deploy and scale AI applications.

More than 100,000 customers are already running Claude models on AWS, making it one of the most widely adopted model families on the platform.

Driving enterprise AI adoption across industries

The collaboration is focused on enabling organisations to build, deploy and scale AI applications more efficiently across sectors.

Andy Jassy, CEO of Amazon, said:

“Our custom AI silicon offers high performance at significantly lower cost for customers, which is why it’s in such hot demand. Anthropic’s commitment to run its large language models on AWS Trainium for the next decade reflects the progress we’ve made together on custom silicon, as we continue delivering the technology and infrastructure our customers need to build with generative AI.”

Dario Amodei, CEO and co-founder of Anthropic, added:

“Our users tell us Claude is increasingly essential to how they work, and we need to build the infrastructure to keep pace with rapidly growing demand. Our collaboration with Amazon will allow us to continue advancing AI research while delivering Claude to our customers, including the more than 100,000 building on AWS.”

Strengthening engineering collaboration and innovation pipeline

Beyond infrastructure, the partnership includes close engineering collaboration between Anthropic and Amazon’s Annapurna Labs to optimise future generations of Trainium chips. This includes direct feedback from AI training workloads to inform chip design and performance improvements.

Anthropic continues to use AWS as its primary training and cloud provider for mission-critical workloads, while Amazon developers are also leveraging Claude models to enhance customer-facing services across its ecosystem.

The post Amazon and Anthropic Deepen Collaboration with Multibillion-Dollar Investment and Compute Commitment appeared first on APAC Outlook Magazine.

DENSO Corporation has announced a strategic partnership with Oracle Corporation to elevate supply chain systems through advanced digital foundations and the latest artificial intelligence technologies.

BUILDING A DIGITAL FOUNDATION  

DENSO Corporation (DENSO) has entered a new phase of collaboration with Oracle Corporation (Oracle), establishing a strategic partnership focused on modernising its global supply chain systems. The initiative centres around deploying a unified, cloud-based core system built on Oracle Fusion Cloud Applications and enhanced with artificial intelligence (AI) capabilities.  

The move reflects growing pressure within the automotive sector, where supply chains are becoming increasingly complex due to evolving vehicle technologies, the diversification of product lines, and rising geopolitical risks. In response, DENSO is aiming to standardise and strengthen its operations through digital transformation. 

By integrating supply chain processes with existing finance and HR systems already running on Oracle platforms, the company plans to create a single, scalable global system. This approach is expected to enhance visibility across procurement, manufacturing, and logistics whilst improving operational consistency worldwide. 

AI-DRIVEN TRANSFORMATION  

At the core of the partnership is the use of AI to streamline and optimise supply chain activities. The new system will centralise data-spanning planning, procurement, production, delivery, and accounting, enabling real-time visibility across DENSO’s global operations.  

With this integrated data foundation, AI will automate routine processes and generate recommendations, reducing manual workloads and allowing employees to focus on higher-value tasks. In parallel, advanced analytics will support faster and more informed decision-making by identifying risks and running simulations across multiple scenarios. 

“This initiative goes beyond simple efficiency improvements; it represents a fundamental modernisation of our core systems to transform the quality and speed of decision-making on a global scale. By leveraging Oracle Fusion Applications to significantly enhance data accuracy and timeliness, and by embedding AI into day-to-day operations, we will implement a supply chain that is resilient to change,” he adds.  

EXPANDING A LONG-STANDING COLLABORATION  

The latest agreement builds on an existing relationship between the two companies, which has already seen the deployment of cloud-based solutions in areas such as finance, indirect procurement, and human resources. The expansion into supply chain management marks a significant broadening of scope. 

As part of the initiative, DENSO and Oracle will establish an AI Centre of Excellence to consolidate expertise and promote the use of advanced AI agents across operations. This hub will play a key role in scaling AI adoption and ensuring alignment across the programme. 

“DENSO’s continued growth and the increased speed and complexity of its supply chain operations required a new AI-centric and integrated approach,” says Steve Miranda, executive vice president of Applications Development, Oracle.  

“With Oracle Fusion Applications, DENSO can adopt an AI-powered system of outcomes that can work across the business to automate end-to-end workflows, boost supply chain performance, and drive efficient global growth.”   

GLOBAL ROLLOUT AND LONG-TERM IMPACT 

A pilot deployment at overseas locations is planned within approximately two years, followed by a phased global rollout. Once complete, the system is expected to deliver improved efficiency, reduced costs, and enhanced resilience across DENSO’s supply chain network.  

Ultimately, the partnership aims to position DENSO with a more robust and adaptable supply chain, capable of responding quickly to changing market conditions whilst supporting long-term innovation and sustainability goals. 

The post DENSO and Oracle Partnership Modernises Core Supply Chains appeared first on APAC Outlook Magazine.

UPS has opened its largest and most technologically advanced logistics facility in Asia Pacific, as the parcel and supply chain giant ramps up investment in warehouse automation and regional fulfilment infrastructure to support increasingly complex customer supply chains.

Major expansion of regional warehouse footprint

The new Taoyuan International Logistics Center (TILC) in Taiwan is designed to help businesses improve warehouse productivity, strengthen supply chain resilience and accelerate access to UPS’s wider global freight and logistics network.

Spanning more than 81,000 square metres, the facility more than doubles UPS’s warehouse footprint in Taiwan and represents nearly US$100 million in investment.

Located five kilometres from Taoyuan International Airport, Taiwan’s largest cargo airport, the site connects customers directly into UPS’s network of 22 weekly flights operating through the airport.

The facility has been built to support customers across sectors including semiconductors, medical technology and other high-value industries.

Lauren Zhao, president of UPS Asia Pacific Supply Chain Solutions and Freight Forwarding, said: “Businesses across Asia Pacific are pursuing many opportunities to strengthen every part of their supply chain.”

She added: “The TILC, which was created to meet evolving customer needs, boosts productivity, efficiency, agility, and gives customers flexibility for future challenges.”

Automation at the centre of warehouse strategy

A key feature of the new logistics centre is its deployment of autonomous mobile robots (AMRs), which UPS is using to automate warehouse tasks including:

• Pick and pack operations
• Inventory management
• Shelf loading and movement

The robots enable significant efficiency gains across warehouse workflows.

• Customer orders can be processed and packed onto shelves around 40% faster than current speeds
• Customers can double the number of products stored in equivalent shelving space
• Order-picking errors are reduced to near zero

Zhao said: “Overall, using the AMRs can lead to a doubling in productivity, and a significant improvement to the customer experience.”

She added: “The faster we can process, pack and pick our customers’ inventory, the faster they can respond to orders from their customers, increasing satisfaction.”

Supporting semiconductor supply chains

The facility is already being used by Applied Materials as its Asia continental distribution centre.

Erix Yu, Group Vice President and President of Applied Materials Taiwan, said: “Applied Materials is strengthening the speed and agility of our supply chain as AI drives global semiconductor demand to new heights.”

He added: “The UPS TILC provides a scalable, flexible and automation-ready logistics foundation that supports Applied’s regional growth initiatives.”

Strategic logistics investment in Asia Pacific

The launch forms part of UPS’s broader investment strategy across Asia Pacific as companies seek more agile, technology-enabled logistics models to support cross-border trade and demand volatility.

The facility strengthens its ability to provide integrated logistics, digital and supply chain services to businesses across Taiwan, with delivery access to more than 200 countries and territories.

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