Enterprise hub of the future From operations center to growth driver
From operations center to growth driver Enterprise hub of the future
The making of an advanced intelligent supply chain Call it a hub. Operations center. Center of excellence. Or global business services. It goes by many names, but it has one goal: to unlock productivity gains and cost savings by simplifying, standardizing and centralizing processes across multiple markets or business units. For years, enterprise organizations have looked to hubs to streamline somewhat siloed and fragmented in their operation, with each hub providing limited input into broader decision- making and organizational operations. Now, with the support of advanced technologies, including AI, generative AI and agentic AI, as well as robust data and analytics capabilities, hubs have the potential to move beyond transactional functions and take on a more strategic role in the business. By identifying challenges in real-time, providing actionable insights, and executing proactive, data-driven actions, next- gen hubs are helping brands achieve outcomes like never before. We call this new capability the hub of the future. 2 Reinventing the enterprise hub
Supply chain ecosystem: The evolution of hubs Traditional hub Hub of the future Unlike traditional hubs, which focus on bottom-line metrics, hubs of the future embrace advanced digital technologies through improved decision-making, enhanced agility, and informed innovation. Next-gen hubs also have the ability other supporting business units, driving seamless operations, data-driven decisions and business outcomes. deploy everywhere” approach. By centralizing through the hub, as opposed to individual markets, and standardizing For consumer brands, a hub of the future is one way to help manage the mounting pressure to reduce the cost of competitive market. They enable rapid adaptation to market volatility, landscape dynamics, and shifting consumer execution. and Amplify.” The hub of the future is a transformative concept and underlying ideology—not always a physical entity. Deploy process and tech to market Organizing principles: Standardize, simplify and centralize Deploy process and tech to hub Organizing principles: Autonomous operations, integrated and intelligent decisioning, and strategic innovation Unlock value by simplifying decision-making and digitizing at scale Focus on top-line growth and innovation; amplify bottom-line metrics Mechanism to connect the partner ecosystem Unlock value from centralization and standardization Focus on bottom-line business metrics and productivity Mechanism to connect with partners 3 Reinventing the enterprise hub
Enabling the hub of the future: 3 sequential pillars to activate an intelligent supply chain of any hub are three sequential pillars: people, processes, and technology. 1. People lack direct customer interaction. This might include order invoice processing. While valuable, the modern landscape requires centralization of more complex, value-driven processes. Advanced technologies, such as gen AI, are enabling this shift, allowing organizations to automate many recurring tasks, even those that require advanced logic and reasoning. This evolution as more nuanced, intelligence-driven processes such as demand planning, inventory management, and lead time optimization. The evolution of AI into agentic AI will only amplify the ability of the hub to automate processes and decisions at scale. It will also enable digital components within the hub to manage more complex situations, autonomously, than ever before. In some ways, this shift to tech-enabled operations is, in centralization. The skills needed to leverage next-generation solutions are increasingly specialized, making it impractical to source talent in every market. By shifting to a location- agnostic model, brands have a wider pool of talent to draw from; they can also optimize costs across multiple markets. This is especially important because hubs of the future are also disrupting the types of roles that companies need to hire. For example, as we deploy this concept with some clients, we are proposing the creation of new and unique positions such as a Disruption Director , who would oversee and manage the team responding to unplanned events and bottlenecks, or a Chief of Packaging Possibilities , who would lead the implementation and rollout of reduced, reusable, recycled, or reimagined packaging. Finally, brands need to take steps to ensure people working within hubs are empowered. The model will only deliver its full potential if teams have autonomy to make decisions to adapt to market dynamics, reset goals, or improve performance. opportunity—whether through technology, redesign, or automation—the system must enable swift action without bureaucratic processes. This applies to both captive hubs, which are those owned and operated by the brand, or a partner hub that is operated by a third-party on behalf of the brand. Regardless of the operating model, these hubs should foster a culture of autonomy, where people feel empowered to make decisions based on insights provided by the hub. This approach ensures that companies maximize the potential of their investment and create a foundation for continuous improvement. 2. Processes The hub of the future draws much of its value from digital technologies like gen AI and agentic AI. However, to make standardize processes so that they can be automated by intelligent solutions. business units, including sales, marketing, supply chain, with supporting teams, these hubs can drive stronger alignment around shared metrics and goals across business units. This not only enhances coordination and customer experience. For example, a growth-focused sales team is always But, in a traditional hub model, their goals do not necessarily consider other aspects of the business, such as supply chain capacity, partner availability, or manufacturing volume. By taking a narrow focus on one team’s goals, the overall approach can be disjointed and results can be compromised. The hub of the future solves this issue by enabling an end-to-end view of the value chain. It integrates various inputs from across the business and maps interconnected processes to help teams make decisions based on overarching organizational goals and outcomes, such as growth, improved 4 Reinventing the enterprise hub
Intelligent supply chain at a glance: 3 core components for transitioning to a hub of the future • Acknowledge and embrace the cultural change that accompanies the transition to a hub of the future. • Launch robust training develop new skills and advance existing capabilities. • that correspond with the needs of next-gen hubs and modern organizations. • Foster a culture of autonomy, where people feel empowered to make decisions based on insights provided by the hub. Invest in people • Build upon best practices processes. • Ensure that functional processes are integrated supporting teams to better align activity, metrics and goals. • Ensure close integration between hubs, whether virtual or physical, to help teams consistently leverage best practices and unlock synergies to improve agility, resiliency, and continuity. Standardize processes • Commit to continuous technology evolution. • Prioritize the data core to ensure seamless operations and drive intelligent decision-making. • Leverage hubs of the future as a proving ground for generative AI, agentic AI and other cutting-edge tools. Embrace technology 3. Technology Hubs are more than just an operations management tool— they are the platform from which organizations can quickly adopt and scale emerging and advancing technologies, such as generative and agentic AI. However, it’s important to note that in a hub of the future, technology is not a one-time investment—it is an ongoing commitment. Establishing this capability demands ruthless digitization and standardization; operating one calls for continuous innovation and a relentless focus on improvement. This iterative approach ensures the hub remains at the forefront of innovation and performance excellence. Finally, by integrating advanced technologies, hubs can do more than just optimize operations—they can serve as a proving ground for generative AI, agentic AI and other cutting-edge tools, helping companies rapidly build expertise and maturity in critical areas. For example, hubs can be instrumental in establishing foundational elements such as data capabilities, governance models, and operational frameworks, which can then be scaled and applied across other parts of the business. Finally, companies should recognize that these pillars, while agentic AI could truly transform the way roles are perceived across organizations and in hubs, in particular. In fact, it is entirely possible that some of the new roles mentioned above, such as Disruption Director, can be orchestrated or performed by AI agents. This would enable a higher level of autonomous operations, wherein work is done primarily by machines and overseen by humans – continuing to maintain humans-on-the-loop. 5 Reinventing the enterprise hub
The hub of the future delivers enhanced productivity, accelerated reductions, positioning organizations for long-term success in an increasingly competitive landscape. While every organization’s journey will be Impact of the hub of the future 30-70% potential productivity gains generated by next-gen hubs over the next 3-5 years 1. Enhanced productivity : Hubs of the future have the potential to deliver governance. The balance between team ownership and streamlined processes over bureaucracy will be a key factor in unlocking these gains. 2. Top-line growth : Beyond productivity, hubs of the future drive top-line growth by enabling superior decision-making through integrated data This integrated structure improves the quality and speed of decisions, outperforming traditional market-level operations. 3. Reduced costs : providing end-to-end visibility of key business levers. With centralized processes, companies can identify alternative suppliers, optimize trade- improvements. 4. Increased resiliency and continuity: they can be used interchangeably, acting as backups in disaster recovery scenarios. Because these hubs operate as a virtual unit, organizations also 6 Reinventing the enterprise hub
Case Study: Reinventing global business operations Challenge Unilever is one of the world’s largest consumer goods companies with a global footprint across 190 countries and an iconic portfolio of over 400 brands. It also runs one of the world’s most complex supply chains. Unilever is constantly digitisation with one focus – to delight the customer. Solution transformation initiative aimed at creating a standardised, fully-integrated global operations model. iOps re-imagines the company’s entire customer value chain, from demand planning to cash collection, by: Results The impact of the iOps programme has been transformational. Many end-to-end processes have been successfully elevated into seven centralised global hubs. Unilever has streamlined operations, accelerated innovation, and improved service delivery. It can now rapidly scale pilots into full production, ensuring faster and more agile responses to market demands. With a strong digital foundation and optimised partner ecosystem, Unilever is well- positioned to drive growth, innovation, and resilience. One aspect that was remarkable when we partnered with Capgemini on iOps was augmenting human full potential and promise of our people, enabling them to focus on innovation and high-impact work that delights our customers. Juan Carlos Parada, Breaking down functional silos and redesigning processes in a fully integrated end-to-end manner to establish a globally consistent digitised value chain. 01 02 03 Connecting data for improved decision-making. Restructuring operations to centralise processes into seven global hubs, improving scale and “ “ 7 Reinventing the enterprise hub
Capgemini is uniquely positioned to help consumer brands create, deploy and operate a connected Hub of the Future and accelerate their journey to an intelligent supply chain. services, industry expertise and advanced data and digital capabilities to enable organizations to use their hub as a platform for growth, innovation and productivity. Flexible and dynamic, Capgemini partners with organizations at any stage of their journey—whether enhancing existing capabilities or building entirely new hubs from the ground up. Our tailored approach encompasses every aspect of hub creation, operation and optimization, including • Strategy • Development • Integration • Tech ecosystem coordination • Deployment • Operation • Continuous innovation Embracing the hub of the future and intelligent supply chain ecosystems The hub of the future represents a transformative evolution for enterprise organizations. By leveraging advanced technologies like AI, gen AI and agentic AI, along with robust data and analytics capabilities, these hubs transcend their traditional roles to provide end-to-end strategic support to modern organizations. With their ability to streamline operations, enhance performance, and support sustainability goals, hubs of the future are fast becoming an essential tool for navigating the complexities of today’s landscape and securing long-term success. Isn’t it time to start your transition? Hub of the future: Intelligent supply chain solutions from Capgemini 8 Reinventing the enterprise hub
One Operations Deliver data-driven, AI-augmented integrated operations to digitally transform the target operating model and drive strategic outcomes at speed and scale End-to-end process transformation Re-design processes, decisions, metrics, technology, governance, and the organizational structure through operating model transformation Big tech + small tech Leverage ‘big tech’ expertise to scale at pace, and utilize ‘small tech’ solutions to accelerate speed to value Digital Global Enterprise Model (D-GEM) An AI-based, digital business transformation platform that combines the necessary tools and techniques needed to streamline and scale business processes to deliver market, and an enhanced, customer- Hyper-automation Incorporate advanced analytics, RPA, decision- making tools, AI/ML, gen AI, and other emerging and advanced technologies, such as agentic AI, to deliver higher productivity and improve the quality and speed of decision-making Composable architecture Enable an end-to-end, integrated, agile, customer-centric architecture, supported by cloud-based platforms Data-driven insights Harness the potential of data by enabling an insights-driven supply chain ecosystem at scale Capgemini’s three-pronged strategy to enable E2E supply chain transformation Operational expertise Tech enablers Data foundations 9 Reinventing the enterprise hub
With unparalleled expertise and a proven track record in supply chain transformation, Capgemini is leading the way in enabling organizations to create, operate and innovate a hub of the future. To learn more about how we can help your organization fuel growth, improve agility and lower costs through an intelligent supply chain, please contact our authors. 12,000+ supply chain experts, including experienced practitioners and 500+ strategists with in-depth knowledge of supply chain platforms E2E supply chain expertise Strong strategic partnerships with all major cloud hyperscalers, leading platforms, including Azure, AWS, and GCP Cloud capabilities Deep experience deploying, operating, and scaling SCaaS for 20+ global organizations, including oversight of strategic decisioning and operational outcomes Supply chain- as-a-service 500+ end-to-end supply chain ERP and integration projects successfully completed Proven system integrator Global leaders in data, advanced analytics, and AI; established partnerships with Microsoft and Google to create innovative gen AI and AI/ML operations use cases Data and AI masters Platforms developed to support continuous innovation across E2E operations Operations innovation Let our intelligent supply chain foundation enable your transformation 10 Reinventing the enterprise hub
About Capgemini Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion. Get the future you want | www.capgemini.com Copyright © 2025 Capgemini. All rights reserved. Authors Mayank Sharma VP, Global Supply Chain, Capgemini mayank.q.sharma@capgemini.com Gerardo Buxade VP, Global Customer Operations, Capgemini gerardo.buxade@capgemini.com James Tilley VP, Supply Chain, Capgemini Invent UK james.tilley@capgemini.com