So Michael, at Source Day, one of the things that we’ve been listening to our customers and getting a lot of feedback is they want more direct spend data, particularly around the first mile of their supply chain. So we’ve listened and we’ve built, a pretty robust dashboard that tracks and manages data. Now that we have this live, we’ve had feedback saying, okay, this data is awesome, but I have no idea how to use it. How do I read it? And then what does it actually mean for me and my business? How can I implement and take this to make better buying decisions? So I’d like to pass it off to you so you can kind of walk us through the dashboard and then would love for Darlene as a supply chain executive to kind of provide us with some guidance and insight on any questions she has and how she would take this data and use it in her day to day. Absolutely. Can you see my screen okay, Sarah? Just make sure it’s there. Yes, I can see it thoroughly. Perfect. All right. So yeah, exactly what Sarah said. We’ve spent a lot of time listening to our customers and trying to figure out what are the things that are most important to you and how can we make that available. So we’re capturing all this collaboration data within Source Day, and we’re returning four main reports here. And you can see those altogether with, you know, on time and in full being the top left tracking just are we getting everything that we asked for when we asked for it, as well as a price point variance and seeing how much things change. I know we were talking about that a lot earlier. So how often does it change and what’s the overall impact to my wallet at the end of the day with those changes? So tracking those two main ones up top. And then below, we are also tracking how often are our dates being changed, being moved in and out and who’s making that change? My buyers doing that change? Or is it our suppliers who are constantly moving the goalposts around for us, making our lives a little bit harder? And then lastly, that lead time. You know, we talked a lot about that as well today. So being able to understand your lead times, each of your locations that you’re tracking in the ERP and being able to see those and if you’re hitting the mark or missing the mark on getting those items delivered in time. And then to the bottom, I just like to quickly mention this. This is our source day stats. Always call these these are the proof is in the pudding stats for us. So just highlighting how much is actually going on within source day and how we’re saving you time as a user. Now, Darlene, we we talked about this, you know, earlier this week, and you had a lot of really good insights. And I’d just like for you to share if you could. If you had access to this type of information in your day to day, how would you go about using it? And maybe where would you start? You may be on mute. I’m not sure. I can’t hear you again. I am talking to myself. There we go. Fantastic. The upper left supplier performance. Right. First thing I hit to myself is for me and myself and my team is what’s the goal? Right. It’s obviously not going to be fifty two percent. So what is our goal? And that baseline, right? What is that baseline? Are we at our baseline? Are we not? But on OTIF is super important for manufacturing. Right? That’s how we make sure that we can make what we need to make. So for me that top OTIF number is very important. You know, we’re being held accountable to our customers on OTIF and holding my suppliers accountable on OTIF is absolutely necessary. Again, are we hitting our goal? Are we not? As a leader, I need to understand if we’re not I need to understand the why and why nots. Next bucket obviously the most important bucket for me right now is that cost increase or cost decrease impacts. Haven’t seen any cost decreases lately by the way. No, I’m teasing, I’m teasing. But you know those top two of the OTIF and the cost impacts definitely the most important and going down to the next level in those two and digging deep digging deeper into those impacts.
