2020 Future Value Chain presentation

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2020 Future Value Chain presentation

  1. 1.
  2. 2. the evolution of the future value chain<br />2020 Future Value Chain Building Strategies for the New Decade<br />2<br />
  3. 3. 2020 Future Value Chain: Objectives and principles<br />Objectives<br /><ul><li>Comprehensive overview of critical trends
  4. 4. Identify key areas for collaboration
  5. 5. Kick-start appropriate industry activities</li></ul>Principles<br /><ul><li>New report every two years
  6. 6. 10-year perspective
  7. 7. (Executive) industry expertise via workshops
  8. 8. Not a consultant project</li></ul>3<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  9. 9. 2016: A Vision of the Future Value Chain<br />2018: Succeeding in a Volatile Market<br />2020 Future Value Chain: The future value chain genesis<br />2020: Building Strategies for the New Decade<br />130 Executive participants<br />Global workshop (Utrecht, NL)<br />Asian workshops:<br />Hong Kong (Asian region)<br />Mumbai (Indian market)<br />Tokyo (Japanese market)<br />Follow-up:<br />Succeeding in a Volatile Market<br /><ul><li>200 Executive participants
  10. 10. Global workshop (Chantilly, FR)
  11. 11. Regional workshop
  12. 12. GS1 in Europe (Antwerp, BE)
  13. 13. Country workshops:
  14. 14. Australia (Melbourne)
  15. 15. France (Paris)
  16. 16. Netherlands (Utrecht)
  17. 17. US (Chicago)
  18. 18. Mexico (Mexico City)</li></ul>80 Executive participants<br />Two global workshops (Utrecht, NL & Chicago, USA)<br />Follow-up:<br />2016 Future Supply Chain<br />Information Sharing report<br />New Ways of Working Together<br />4<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  19. 19.
  20. 20. Building blocks of the 2020 Future Value Chain vision<br />6<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  21. 21. 2020 Future Value Chain: Trends, objectives and tactics<br />2020 Future Value Chain Building Strategies for the New Decade<br />Objectives<br />Trends<br />Tactics<br />Industry Tactics<br />Industry<br />StrategicObjectives<br />Trends<br />INDUSTRYTRACK<br />Company Tactics<br />Company<br />StrategicObjectives<br />COMPANYTRACK<br />7<br />
  22. 22. Trends: What is driving our objectives<br />2020 Future Value Chain Building Strategies for the New Decade<br />Tactics<br />Trends<br />Objectives<br />Industry Tactics<br />Industry<br />StrategicObjectives<br />Trends<br />Company Tactics<br />Company<br />StrategicObjectives<br />8<br />
  23. 23. The 2020 Future Value Chain trends<br />9<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  24. 24. 2015: Doubling of cities > 8 million <br />2020: 8 Megacities (>20 million)<br />2050: 70% of world population lives in urban centers<br />Increased urbanization<br />Example consequences<br /><ul><li>Shift to smaller-footprint stores
  25. 25. No room for unproductive inventory
  26. 26. Supply and logistical challenges
  27. 27. New infrastructures required</li></ul>10<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  28. 28. Aging population<br />11<br />2020 Future Value Chain Building Strategies for the New Decade<br />Olderconsumers<br /> Have substantialecomomic power<br /> Devote greaterportion of totalexpenditure to necessities<br /> May soonrepresentmajority of voting public in manycountries<br />Exampleconsequences<br /><ul><li>Changes to business models to meet needs of different population
  29. 29. Reviewproducts and processes(e.g. wideraisles, largeprint labels)
  30. 30. Shrinkingworkforcechallenges</li></li></ul><li>Middle class is rapidly expanding(mostly in developing regions)<br />2000: 56 % of global middle class in developing countries<br />2030: 93 % of global middle class in developing countries<br />Increasing spread of wealth<br />Example Consequences<br /><ul><li>source of growth for manufacturers and retailers
  31. 31. Implications for availability and prices of commodities
  32. 32. Potential protectionistic country policies</li></ul>12<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  33. 33. Shoppers continue to become more empowered using technology<br />Explosive growth of mobile features and device convergence<br />2013: over 2 billion mobile users globally will have purchased via handsets<br /><ul><li>Significant changes in consumers’ behavior and buying behavior
  34. 34. Crucial role of social media</li></ul>Increased impact of consumer technology adoption<br />Example consequences<br /><ul><li>Growth of mobile interaction and commerce
  35. 35. Consumer technology used in stores
  36. 36. Addressingsocial communities
  37. 37. Leveraging huge amounts of data
  38. 38. Dealing with privacy
  39. 39. Becoming more transparent and collaborative towards shoppers</li></ul>13<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  40. 40. Example consequences<br />More demanding consumers<br />New service models needed<br />Increasein consumer service demands<br />Exponential growth and adoption of consumer technologies drives new levels of service demands<br /><ul><li>Rise of stronger web-based service economy
  41. 41. Consumers demand 24/7 service
  42. 42. Online sales will grow to 25 % to 30% of total retail sales (now: 4 % to 15%)</li></ul>14<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  43. 43. Shoppers want more healthy products and a healthier lifestyle<br />Emerging consumjer segments like LOHAS(Lifestyles of Health and Sustainability)<br />LOHAS In US are approximately 19% of adult population: 41 million consumers<br />Sales from LOHAS expected to quadruple in five years<br />Increased importance of health and wellbeing<br />15<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  44. 44. Growing consumer concern about sustainability<br />Consumers’ carbon footprint awareness increases significantly<br />Regulation carbon footprint increase significantly<br />Consumers expect governments and companies to play major role<br />US Green marketplace grows from $420 billion in 2010 to $845 billion by 2015<br />Food, beverage and personal and household goods sectors particularly exposed<br />Waste becomes key focus sustainability discussion<br />16<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  45. 45. Economic powers like China, Brazil and India continue to rise<br />China overtakes US as world’s largest economy in 2017<br />India overtakes Japan as world’s 3rd largest economy in 2012<br />Volatile global economy will remain the norm for coming decade<br />Shifting of economic power<br />17<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  46. 46. Demand larger than supply<br />2030: World population 8.3 billion<br />Demand for food +50%<br />Demand for energy +50%<br />Fresh water demand +30%<br />Scarcity of natural resources<br />Example consequences<br /><ul><li>Energy revolution
  47. 47. New Water policies
  48. 48. Impact on food prices
  49. 49. Pressures on food quality & Safety</li></ul>18<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  50. 50. Regulatory pressure expected to increase<br />Hot button areas: <br />Environment<br />Sustainability<br />food safety<br />Increasein regulatorypressure<br />19<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  51. 51. More synchronized value chain with greater visibility and traceability<br />Improved collaboration<br />New supply chain / logistics technologies<br />Information transparency<br />Rapid adoption of supply chain technology capabilities<br />Example consequences<br /><ul><li>Need to improve visibility and traceability
  52. 52. Need to share information over company boundaries
  53. 53. Need to adopt right technologies</li></ul>20<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  54. 54. Information Technology shifts from indispensable support function to the way to become adaptive<br />New ways of business due to next generations of IT<br />New ways of managing business processes<br />Major new opportunities for innovation<br />Freeing up from current IT constraints<br />Impact of next-generation information technologies<br />21<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  55. 55. Objectives: What we want to achieve<br />22<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  56. 56. Make our business more sustainable<br />From niche to norm<br />2020 Future Value Chain: Four main objectives<br />Optimize a shared supply chain<br />Collaborate differently, compete differently<br />Engage with technology-enabled consumers<br />The consumer in the driver’s seat<br />Serve the health and wellbeing of consumers<br />Focus on quality of life<br />23<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  57. 57. Success means consumers trust our industry<br />Retailers and brand manufacturers collaborate<br />Tackling big challenges (e.g. deforestation) <br />Helping consumers understand their role in living an environmentally friendly lifestyle<br />Common measures, language and consistent messaging<br />Helping consumers understand their role<br />Helping making right decisions, enabling a significant change in consumer behaviour<br />Competitiveness is delivered by <br />Brand and store performance<br />Breakthrough innovations improving sustainability<br />Working with upstream suppliers we have extended our influence over many other contiguous industries<br />1. Make our business more sustainable: From niche to norm<br />Success will come when consumers begin to trust our industry<br />24<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  58. 58. The 2020 future supply chain reconsiders assumptions:<br />New parameters included:<br />Reduced CO2 emissions<br />Energy consumption<br />Driven by consumers, they are the trigger for an optimized collaborative supply chain flow<br />2. Optimize a shared supply chain: Collaborate differently, compete differently<br />Success will come when supply chain optimization is treated from a total value chain perspective rather than from individual company perspectives<br />25<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  59. 59. Consumer technology<br />Changes lives of consumers<br />Changes shopping journey<br />Increases marketplace transparency<br />Consumers<br />Demand personalized dialogues and offerings anytime, anywhere<br />Embrace technology quicker than the industry<br />Digital natives are increasingly big consumer base<br />Digital immigrants also heavily use consumer technologies<br />The industry<br />Needs to figure out how to effectively interact<br />Needs to be viewed as a trusted source for information<br />Successful companies engage consumers in new product and service development<br />3. Engage with technology-enabled consumers: The consumer in the driver’s seat<br />Success will come when we understand how to maintain a true dialogue with consumers via their preferred channels and technologies<br />26<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  60. 60. Health and wellbeing of consumers: physical, emotional, spiritual, intellectual, and sustainable wellbeing<br />Positive changes in consumer behaviour<br />Healthy choices available for all budget levels <br />Information/education to make informed choices<br />Improved availability and quality of water and hygiene<br />Reduce diseases and infant mortality rate<br />To be established via a new way of working together <br />Governments, consumer goods companies, pharmaceutical companies and NGOs<br />Enabling new business models<br />Enabling a dialogue to collaboratively work on concrete solutions <br />4. Serve the health and wellbeing of consumers: Focus on quality of life<br />Success will come when we focus on “better lives through better business”<br />27<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  61. 61. Tactics: How we will achieve our objectives as an industry<br />28<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  62. 62. 2020 Future Value Chain: TCGF’s strategic pillars<br />29<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  63. 63. How to use the Future Value Chain in your company<br />30<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  64. 64. Three ways companies can leverage the Future Value Chain in their own business<br />Apply the Future Value Chain framework inside your company<br /><ul><li>What are the trends that impact my company’s objectives?
  65. 65. What strategic objectives should we have inside our company?
  66. 66. What tactics do we need to put into place to achieve the objectives?</li></ul>Implement the relevant tactics and ideas from the Future Value Chain initiative<br /><ul><li>Existing company programs address strategic objectives</li></ul>Challenge yourself to see how robust your 2020 strategy really is<br /><ul><li>Make our business more sustainable
  67. 67. Optimize our shared supply chain
  68. 68. Engage with technology-enabled consumers
  69. 69. Serve the health and wellbeing of consumers</li></ul>31<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  70. 70. The Consumer Goods Forum<br />Sabine Ritter<br />The Consumer Goods Forum<br />+33 1 82 00 95 80<br />s.ritter@theconsumergoodsforum.com<br />Marc van der Liet<br />The Consumer Goods Forum<br />+33 1 82 00 95 84<br />m.vanderliet@theconsumergoodsforum.com<br />Contact details<br />Capgemini<br />Kees Jacobs<br />Capgemini<br />+31 653 292 832<br />kees.jacobs@capgemini.com<br />Brian Girouard<br />Capgemini<br />+1 952 212 0417<br />brian.girouard@capgemini.com<br />Microsoft<br />Ted Combs<br />Microsoft<br />+1 630 725 4319<br />tedcombs@microsoft.com<br />David Bailey<br />Microsoft<br />+44 118 909 4566<br />davidbai@microsoft.com<br />HP<br />Mario Vollbracht<br />HP<br />+1 404 551 5872<br />mario.vollbracht@hp.com<br />www.hp.com/go/retail<br />www.hp.com/go/consumergoods<br />2020 Future Value Chain Building Strategies for the New Decade<br />32<br />
  71. 71. Illustrative case studies<br />33<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  72. 72. Make Our Business More Sustainable<br />34<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  73. 73. Background<br />Solution<br />Unilever collaborates with Wal-Mart(ASDA) to create awareness and educate customers on sustainable living <br /><ul><li>Consumer research showed that UK shoppers wanted to make the right choices for their families and for their environment but they had to balance that with getting value for money and with choices that were relevant to their lives
  74. 74. Unilever’s ‘Code of Business Principles’, requires the company to work towards the goal of ‘developing a sustainable business’a
  75. 75. Unilever on regular basis undertake collaborative exercises with retailers like Wal-Mart to reach out to customers with sustainable solutions
  76. 76. In 2008 Unilever launched the ‘Family Kitchen’ program with ASDA , (Wal-Mart’s Group company ), in the UK to communicate directly with shoppers about the difference that they can make to their families’ wellbeing and to the environmentb
  77. 77. A physical mock-up kitchen was prepared in the store, where consumers were educated about how can they make a difference to the environment through live demonstrations of tips and suggestions for their everyday behaviourc
  78. 78. Along with the in-store program, a direct mailer activity and an extensive local media and PR program was also undertaken so as to build widespread awareness, and therefore commitment from shoppersb
  79. 79. A “family kitchen” was also installed in ASDA’s head office to raise awareness and to educate with in the companyb</li></ul>Benefits<br /><ul><li>Shopper response to the program was that they believe sustainability is an issue of utmost importanceb
  80. 80. Shoppers also valued the tips and suggestions received and felt empowered to changeb
  81. 81. By offering immediate incentives the program reinforced the behavioural changeb</li></ul>Source: (a) http://www.unilever.ae/sustainability/people/customers, (b) http://www.sci.manchester.ac.uk/medialibrary/copenhagenpaper.pdf, <br />(c ) http://www.bis.gov.uk/assets/biscore/business-sectors/docs/b/10-1100c-business-action-to-influence-consumer-demand-methods-and-literature.pdf<br />
  82. 82. Background<br />Solution<br />METRO Group is developing a sustainable aquaculture program for fish in the Mekong Delta in Vietnam<br /><ul><li>The Metro group is a pioneer in selling fish products to customers, brought from sustainable sources
  83. 83. Was the first German retailer to include products from MSC certified fisheries in its comprehensive food assortment in the year 2002
  84. 84. In Vietnam, the retailer has been working closely with suppliers of farmed pangasius fish to improve standards for food safety & sustainability
  85. 85. The program involves farmers and processors in Vietnam, the World Wildlife Fund (WWF), GlobalGAP (Global Partnership for Good Agricultural Practice), the government of Vietnam and others
  86. 86. This program is part of the WWF Aquaculture Dialogues that is working towards creating global standards for sustainable aquaculture</li></ul>Benefits<br /><ul><li>Metro is the driving force for initiating a benchmark model to harmonise standards and reduce costs throughout the supply chain
  87. 87. The initiative allows customers access to a continuous choice of safe & sustainable products</li></ul>“The METRO Group supports robust and harmonised standards for food safety and sustainability, that are based on a wide stakeholder consultation process and operated under accredited third party certification regimes” ‒ Hans-Juergen Matern, head of quality assurance for METRO Group.<br />Source: (a) http://www.worldwildlife.org/what/globalmarkets/aquaculture/aquaculture-engagingbusiness.html; (b) “METRO Group to co-operate with WWF over sustainable fishery”, www.fishupdate.com, 2006; (c) “Metro to sell only sustainable fish”, FIS, May 2010; <br />
  88. 88. Background<br />Solution<br />Consumer product companies committing themselves towards sustainable production of palm oil <br /><ul><li>Rising demand for is leading to deforestation of rainforest as farmers are clearing these forest to plant oil palmsa
  89. 89. Increased production of palm oil has also led to significant increase in greenhouse gas emissionsa
  90. 90. Consumer product companies like Henkel , Unilever etc. are heavily dependent on palm oil as it is one of key ingredients for some of its prods . Sustainable production of palm oil is therefore of utmost importance
  91. 91. In order to check the excessive cultivation for palm oil production and its effects on environment , Roundtable on Sustainable Palm (RSPO ) was formed. Mission of RSPO is to promote and monitor sustainable oil palm cultivation and palm oila
  92. 92. The proof of the feasibility for the sustainable palm oil production as well as the existence of a market for that product was the starting point for the RSPO initiative by WWF Switzerlanda
  93. 93. The organisation holds an annual meeting called RT or Round Table Meetings to bring together the various stakeholders to negotiate and deliberate on various issues affecting the industrya</li></ul>Benefits<br /><ul><li>In 2008 Unilever, a member of the RSPO group, committed to use only palm oil which is certified as sustainable, by ensuring that the large companies and smallholders that supply it convert to sustainable production by 2015b
  94. 94. Henkel has also pledged to use palm oil derived from sustainably cultivated crops in its entire production by 2015c</li></ul>Schematic Overview of the Palm Oil Supply Chainc<br />Source: (a) http://www.rspo.org (b) Unilever commits to sustainable palm oil, Food Navigator.com ,2 May 2008; (c ) Our contribution to the sustainable cultivation of palm oil, http://www.achesonindustries.com/SID-7BCFDD00-33FC0D26/sustainability/our-contribution-to-the-sustainable-cultivation-of-palm-oil-20402.htm<br /> (d) http://www.rspo.org/?q=page/887<br />
  95. 95. Background<br />Solution<br />Coca Cola Hellenic has recently opened an energy efficient plant in Ireland that will reduce CO2 emissions, while helping achieve the company’s sustainability targets<br /><ul><li>Coca Cola Hellenic, one of the largest bottlers & vendors of The Coca Cola Company, has pledged to reduce CO2 emissions in production
  96. 96. To achieve this, the company is building 15 Combined Heat and Power (CHP) units in 12 countries resulting in a 20%reduction of CO2 emissions across 80 beverage production plants
  97. 97. The company’s operations in Ireland have recently opened a new energy efficient bottling plant
  98. 98. The CHP system captures heat from the electricity generators, and uses it to cover the plant requirements for hot water, steam and chilled water (production processes, heating, cooling and cleaning)
  99. 99. The complex also features a fully automated warehouse that provides efficient storage & retrieval, and also gives better protection to containers and pallets</li></ul>Benefits<br /><ul><li>The plant will cut CO2 emissions by up to 66% while supplying excess clean electricity to the local power grid
  100. 100. Typically, a CHP unit has an efficiency of more that 85%. Traditionally energy generators efficiency can be as low as 35%</li></ul>“This CHP plant is the fourth to be officially opened across our 28 countries, and another 11 are under development by ContourGlobal. Our aim is to cut CO2 emissions by an average of 20% across all 80 of our bottling plants” ‒ Doros Constantinou, CEO, Coca Cola Hellenic.<br />Source: (a) “Coca-Cola Hellenic opens energy efficient plant in Ireland”, www.foodbev.com, Sept 2010; <br /> (b) http://www.coca-colahellenic.com/sustainability/flagshipprogrammes/Reductionofcarbonemi/<br />
  101. 101. Background<br />Solution<br />Albert Heijn is using dynamic pricing and digital signage to reduce waste on fresh produce<br />Best in-store solution 2010<br /><ul><li>35% of Fresh Produce is wasted in the supply chain
  102. 102. It is estimated that Food Waste costs retailers in Netherlands € 300-500 m annually
  103. 103. Albert Heijn wanted to test advanced technology solutions for intelligent waste management at store-level and initiated a pilot together with Capgemini and other partners
  104. 104. An intelligent Waste Management solution to reduce food waste in stores that is based on adjusting the messaging on electronic signs to reflect changes in pricing, product information, promotions and plan-o-grams
  105. 105. The system compares predicted and actual sales rates and analyses expected deliveries and current stock levels to determine what predefined measures must be executed to avoid overstock or imminent out-of-stock situations
  106. 106. The solution consists of centrally controlled wireless digital displays and shop floor hand-held scanners (to be used by mandated personnel with the knowledge and experience to make decisions regarding freshness and promotions to increase sales)</li></ul>Benefits<br /><ul><li>Less costs and more sales due to reduced waste
  107. 107. Taking corporate social responsibility by addressing the food waste issue
  108. 108. Reduction of labour and print costs and the elimination of price discrepancies between shelf labels and POS systems</li></ul>This project at Albert Heijn with Capgemini, Toshiba TEC and ImpulseLogic as collaborating parties won the highly coveted Retail Europe 2010 Award in the category “Best In-Store Solution”<br />Source: (a) Wageningen University, Capgemini 2010<br />
  109. 109. Background<br />Solution<br />Kraft develops an innovative solution – “Eco-Calculator” to optimise packaging, track and reduce energy usage for its products <br /><ul><li>Packaging represents 10% of the total energy used in the food supply chaina
  110. 110. Organisations are increasingly becoming more committed to reduce the environmental impact caused by packaging. Innovative and sustainable solutions are finding more prominence in industry discussions
  111. 111. Kraft industries through innovative methods has been able to reduce 150 million pounds of packaging material from its supply chainb
  112. 112. Kraft developed Eco-calculator which is used to compare different package materials using a life cycle analysis database to assist in the package design and material selection processc
  113. 113. It measures information, like the total amount of packaging used; how much post-consumer material can be used; energy used to create the packaging; amount of CO2 generated as the materials are createdb
  114. 114. The Eco-calculator scores are tracked from each region to ensure the calculator is being used and to share learning of how different packaging material choices can result in reduced environmental impactc
  115. 115. The Eco-calculator box provides an output of a number of key indices such as CO2 & Energy Index, Case Cube / Net Weight and Product/Package ratioc
  116. 116. Kraft has also developed a checklist whichforms part of any new product packaging development activity where “packaging environmental index” needs to be filled for all mandatory approvals. This index is derived on the basis of the assessment done with Eco-Calculatorc</li></ul>Benefits<br /><ul><li>The Oscar Mayer Deli Creations now uses 30 percent less paperboard than the previous design which means a savings of 1.2 million tonnes of packaging out of landfillsb
  117. 117. Kraft Real Mayo has 20 percent less packaging than before. The design also eliminates 1.3 million pounds of materials per year and lets Kraft Foods ship 10 percent more product per truckloadb</li></ul>Source: (a) Amcor Australasia’s approach to packaging and the environment © Amcor Limited 2009; (b) Thinking Green, Consumer Goods Technology report, July/August 2010; <br /> (c ) Kraft Foods Ltd National Packaging Covenant, Annual Report 2007 and Action Plans 2006-2008<br />
  118. 118. Optimize a Shared Supply Chain<br />41<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  119. 119. Background<br />Solution<br />Colgate-Palmolive (and many other companies) uses Global Data Synchronisation to standardise its business processes, drive efficiency and enable faster innovation’<br /><ul><li>Colgate-Palmolive is a global consumer products company with 36,000 employees and a revenue of approximately 3.6 billion dollars
  120. 120. It’s customers demand clean and accurate master data, and synchronisation of clean and accurate master data, in order to have an improved supply chain
  121. 121. GDS has been the gateway to further data harmonisation that drives additional benefits
  122. 122. Global Data Synchronisation (GDS) provides a globally standardised way to exchange product information</li></ul>3<br />The registry holds this basic information about all items and the location of each items’ home data pool. <br />2<br /> The data pool sends very basic information about the item to the Registry<br />Global Registry<br />4<br />A retailer will obtain the required item information (or ‘search’ the registry) via their selected data pool (single point of entry)<br />Global Standards<br /><ul><li>Product identification
  123. 123. Product Attributes
  124. 124. Product Classification
  125. 125. Data Synchronisation</li></ul>Benefits<br />DataPool<br />Manufacturer<br /><ul><li>Improved data quality, affecting efficiency of all processes
  126. 126. Standardisation of business process
  127. 127. One to many – data to anyone, anywhere
  128. 128. Reduce trade partner set-up time
  129. 129. Increased speed to market for new products
  130. 130. Enabling Customer Data Integration
  131. 131. Improved global spend analysis</li></ul>DataPool<br />Retailer<br />1<br />A manufacturer will publish item information to the item’s home data pool (single point of entry).<br />5<br />The trading partners synchronise the item information between their respective data pools using subscription/publication process.<br />Global Data Synchronisation provides the essential foundation for trading partner collaboration<br />Source: (a) Wageningen University, Capgemini 2010<br />
  132. 132. Background<br />Solution<br />United Biscuits and Nestlé are collaborating to generate significant environmental and cost savings<br /><ul><li>Nestlé UK delivers over 15 loads per day from its factories in the North of England to its DC in Leicestershire. Only 80% of these loads could be tied to a return journey, so everyday 2 or 3 trucks would return empty
  133. 133. United Biscuits deliver loads on a daily basis to Yorkshire from its NDC close to Nestlés DC in the Midlands</li></ul>How they did this?<br /><ul><li>UB and Nestlé participated in a series of workshops run by ECR UK, aiming to bring together companies in the food and grocery industry to identify opportunities to reduce empty running by closer collaboration. During these workshops they discovered that a potential match in flows
  134. 134. They put together a process that enabled UB trucks to collect a load each day from Nestlé’s facilities for delivery to their DC</li></ul>This process had to ensure that:<br /><ul><li>Both businesses were happy that products were being moved on a trailer branded with a competitors livery
  135. 135. The drivers didn’t get sight of the products they were moving, in order to protect the integrity of any new products – trailers were loaded and sealed before the driver collected them
  136. 136. The vehicles went directly from the factories to the DC and that trucks were fitted with satellite tracking</li></ul>Benefits<br /><ul><li>Nestlé and United Biscuits created roundtrips which were more efficient, avoided empty truck movements
  137. 137. They proved to the industry that it was possible for two competitors to collaborate to generate a significant environmental and cost saving, and truck livery shouldn’t be a blocker to collaboration</li></ul>ECR UK announced that through measures such as sharing vehicles and more efficient warehousing their Sustainable Distribution project has saved 53 million road miles. This is equivalent to removing 900 lorries from Britain’s roads or conserving 26 million litres of diesel fuel per year. Other companies that have cooperated in this project are:<br />
  138. 138. A Capgemini Case<br />Background<br />Solution<br />Mars and Kuehne + Nagel measure and visualise order placement impact to gain environmental benefits and improve efficiency<br /><ul><li>Mars’ Green Order measures and visualises the impact of order placement behaviour on the environment for all partners in the logistics chain
  139. 139. Mars Netherlands’ partner Kuehne + Nagel ensures the correct carbon dioxide readings are printed on the waybill. Furthermore, CO2 emissions are summarised on a Logistics Customer Scorecard, which will be used as a source for collaborative improvement objectives between Mars and its customers
  140. 140. Capgemini Consulting has committed to helping Green Order become a generally accepted standard. The aim is to have more and more market parties join in gradually, in order to maximise Green Order’s social and economic impact
  141. 141. Mars Netherlands is part of Mars Incorporated, one of the largest privately owned companies in the world
  142. 142. Kuehne + Nagel is one of the world’s leading providers of logistic services
  143. 143. Capgemini Consulting is part of the Capgemini group</li></ul>Benefits<br /><ul><li>Economic benefits: lower costs
  144. 144. Inbound efficiency for Mars’ customers
  145. 145. Logistical efficiency
  146. 146. Environmental benefits: less carbon dioxide
  147. 147. Societal benefits: fewer traffic jams</li></ul>“Green Order is the compass to sustainable logistics. The focus in sustainability is often being of a technical nature, Green Order is able to translate information and indication of ethical ordering into specific actions.” <br />‒ Hoogeboom, Managing Director of Mars Netherlands<br />Source: (a) http://www.worldwildlife.org/what/globalmarkets/aquaculture/aquaculture-engagingbusiness.html; (b) “METRO Group to co-operate with WWF over sustainable fishery”, www.fishupdate.com, 2006; (c) “Metro to sell only sustainable fish”, FIS, May 2010; <br />
  148. 148. Engage with Technology-Enabled Consumers<br />45<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  149. 149. Background<br />Solution<br />PepsiCo manages to successfully engage a very large customer base to actively interact in product development through DEWmocracy<br /><ul><li>PepsiCo wanted to expand its Mountain Dew brand line by leveraging the power of co-creation and crowd sourcing
  150. 150. The company wanted to engage customers in product development phase and capture their opinions in all aspects of the product
  151. 151. PepsiCo launched a massive marketing campaign for its Mountain Dew brand, with the objective of letting customers choose the next line extension to the Mountain Dew brand
  152. 152. The campaign’s mainstay was DEWmocracy, a multi-player game-based website that allows customers to help shape the flavour, colour, name, logo, and design of the next Mountain Dew drink
  153. 153. The DEWmocracy candidates were available in stores across the country for a limited time and consumers were fully engaged throughout the election process of “The People’s Dew”
  154. 154. After the majority of customers voted for the Mountain Dew Voltage, consumers will now play an integral role in the marketing of Mountain Dew Voltage and are already being invited to suggest launch events at DEWmocracy.com</li></ul>Benefits<br /><ul><li>The promotion was able to engage consumers in every aspect of the product, in actively campaigning for it and finally electing its next line extension
  155. 155. The campaign has served as a marketing tool to help reach future customers and build brand loyalty among current product users</li></ul>Source: (a) MRD Lab Analysis. BevNet.com, “Mountain Dew Voltage Wins DEWmocracy Election to Become New Brand Line Extension”, August 2008. The Creative Connector, “Mountain Dew Lets its Customers Decide the Future of its Drink with DEWmocracy”, November 2007. Ripten.com, “Thousands Quest for Flavour in Mountain Dew’s New MMO”, January 2008<br />
  156. 156. Background<br />Solution<br />Use of interactive vending machines by Coca Cola in Japan to increase consumer engagement<br /><ul><li>Coca Cola has traditionally been operating large number of vending machines in Japan
  157. 157. Coca-Cola operated about 980,000 vending machines in 2006 which increased to ~1m in 2007
  158. 158. Coca cola wanted to further improve the consumer interaction while consumers transact at the vending machine
  159. 159. As part of the business strategy in 2006, Coca-cola announced the plan to increase the number of “Next-Gen” vending machines (vending machines which support information technologies such as email and electronic money functions)
  160. 160. A plan to invest JPY 20 b between 2007-09 was announced to increase the number of vending machines (with network based functions) from 12,000 to 200,000
  161. 161. Interactive vending machines with LCD touch display:
  162. 162. Around mid 2010, Coca-Cola introduced 46″ LCD touch screen vending machines. The idea was to make purchasing drinks more fun while making the machines stand out from the crowd
  163. 163. Some of the vending machines also come equipped video camera and temperature sensor. These machines suggest drinks based on the customer gender and the climatic conditions
  164. 164. Vending machines supporting payment through credit cards/ mobiles:
  165. 165. In addition to supporting payment via credit cards, these vending machines also supports various mobile payment services (iD, Cmode, Osaifu-Keitai, Edy system and Suica system)
  166. 166. The consumers which have the respective mobile payment service activated can pay using their mobile phone
  167. 167. For some of the services like “Cmode” there arespecial privileges for “Club Cmode members” like
  168. 168. Sales of admission tickets to amusement facilities
  169. 169. Mobile downloads like (ringtones, screen saversand games)
  170. 170. Local area information services (vicinity map)</li></ul>Benefits<br /><ul><li>Increased level of consumer engagement, that helps in changing the experience of a mere transaction to pure interaction
  171. 171. Further as an additional benefit, Coca-Cola Japan expects to use the smart machines for market research to design effective sales strategies</li></ul>Source: (a) Coca-cola website; DoCoMo website; Coca-Cola Japan Unit to Invest 20 B. Yen in New Vending Machines, Jiji Press, 21 Feb 2007; Coca-Cola Japan to Increase Next-Gen Vending Machines, Jiji Press, 14 Feb, 2006; The marketing magazine; Coke vending machines offer digital downloads, Marketing Magazine, 18 Oct, 2006<br />
  172. 172. Solution<br />Background<br />Starbucks & L’Oreal interacts with its customers through a new innovative mobile marketing solution offered by O2 Mobile in UK<br /><ul><li>Rapid advances in technology has enabled customers faster access to information, leading to change in customer preferences and buying behaviour
  173. 173. Companies are regularly scouting for newer medium of interaction with its customers, which offer one-to-one interaction, are cost effective and also easy to track and measure
  174. 174. High penetration of mobiles both in developed and developing countries has made marketers to explore opportunities offered by mobile in connecting with customers
  175. 175. O2 launched “O2 More” - UK’s First Location-Based Mobile Marketing with Starbucks & L’Oreala
  176. 176. The technology, developed by US-based company Placecast will allow companies to ‘geo-fence’ or target customers when they are in close proximity to the companies' storesa
  177. 177. The technology will enable brands to deliver relevant SMS and MMS to consumers with promotional codes offering discounts for products in a more targeted, engaging and effective waya
  178. 178. It relies on consumers opting into the service to receive relevant messages dependent on their age, gender, interests and for the first time, their locationa
  179. 179. When opted-in “O2 More” customers within a geo-fenced area owned by Starbucks, interested in food and drink will receive an SMS offering them money off at a nearby branch of Starbucks a
  180. 180. Similarly in L'Oreal geo-fenced area, customers interested in beauty will receive an SMS offering buy one get one free on L'Oreal productsa</li></ul>Benefits<br /><ul><li>65 percent of customers who were part of initial programs made a purchase as a result of an SMS and MMS, and 60 percent of participants found the location-based messages to be “cool and innovativeb
  181. 181. More than 800 geo-fences were created for Starbucks across Britainc
  182. 182. 02 Media recently announced that 1m subscribers had opted in to receive advertising via its “02 More”d</li></ul>Source: (a) Darren Hatfield, O2Partnership With Placecast, Starbucks, L’Oreal – UK’s First Location-Based Mobile Marketing, October 15, 2010; (b) Kathryn Koegel, Consumer Insights on Location-Based Mobile Marketing , Placecast ShopAlerts Pilot Studies; (c ) Dan Butcher, Starbucks breaks first location-based mobile campaign with major carrier, Mobile Marketer, Oct 15, 2010; <br /> (d) Big brands trial O2’s location-based messaging service, http://www.graphicalliance.co.uk/blog/big-brands-trial-o2s-location-based-messaging-service<br />
  183. 183. Unilever and Albert Heijn jointly work on Strategic Activation Platforms, using shopper insights to drive joint growth<br />Solution<br />Background<br />“How can I get my kids actively playing outside - away from the computer!” <br /><ul><li>At a macro level, understanding the impact of economic downturn on consumer values and behaviour is key; there are significant shopper behaviour changes over the last twelve months
  184. 184. Retailers are becoming mega brands in their own right</li></ul>Aligning shopper insights with Ahold’s and Unilever’s objectives<br />Solution: Strategic Activation Platform: Insight Led, Joint Marketing Programme Delivering Sustained Growth & Long Term Competitive Advantage<br />“Is there an innovative way to attract families to my hypermarkets for bulk trips through local marketing?”<br />“How can I find new ways to deliver my brand promise of Vitality? ”<br />Benefits<br /><ul><li>Shopper impact: 54 tournaments with 3,240 kids participating – plus their fans!
  185. 185. Albert Heijn and Unilever: increased sales
  186. 186. Strategic activation platforms enable privileged contact with shoppers and consumers
  187. 187. They are unique to the partnership and therefore difficult for competitors to replicate
  188. 188. They reflect the speed and flexibility of the retail environment</li></ul>Source: (a) ECR Conference 2009, breakout session 3.2.: Shopper Insights http://forum.ecrnet.org/PublicPages/Archive/Barcelona/Downloads/BO3.2-ShopperInsights.pdf<br />
  189. 189. Serve the Health and Wellbeing of Consumers<br />50<br />2020 Future Value Chain Building Strategies for the New Decade<br />
  190. 190. Background<br />Solution<br />CFBAI is an initiative that seeks to address the problem of childhood obesity by self-regulating advertising to children under 12 years<br /><ul><li>The Council of Better Business Bureaus (BBB) & ten leading food & beverage companies launched the Children’s Food and Beverage Advertising Initiative in 2006
  191. 191. The goal of the Initiative was to shift the mix of advertising primarily directed to children (“child-directed advertising”) to encourage healthier dietary choices and healthy lifestyles
  192. 192. Participating companies include Coca-Cola, Hershey, Mars, Cadbury Adams, Sara Lee Corp., Burger King, Campbell Soup, ConAgra, Danone, General Mills, Kellogg’s, Kraft, McDonald's, Nestle USA, PepsiCo, Post Foods and Unilever U.S
  193. 193. The Enhanced Core Principles require participants to commit that 100 percent of their advertising primarily directed to children under 12 will be for healthier dietary choices or better-for-you products
  194. 194. The Initiative covers child-directed advertising on traditional media (TV, radio, print and Internet) as well as on new and emerging media, such as mobile media and word of mouth advertising</li></ul>Benefits<br /><ul><li>As of 2010, the number of participants has grown to 17 from the original 10 in 2006
  195. 195. Meaningful nutrition standards now govern what foods participants advertise to children
  196. 196. Five participants no longer advertise soft drinks or candy to children</li></ul>“Kraft advertises only better-for-you Sensible Solution products that meet specific nutrition criteria to children ages 6-11 years old, and we don’t advertise to children under six”.<br />‒ Lance Friedmann, SVP Health & Wellness and Sustainability, Kraft Foods Inc.<br />Source: (a) http://www.bbb.org/us/about-children-food-beverage-advertising-initiative/; (b) http://www.bbb.org/us/enhanced-core-principles/; (c) http://thedailyvoice.com/voice/2010/01/society-to-kids-youre-on-your-1-002523.php; (d) http://www.kraftfoodscompany.com/mediacenter/country-press-releases/us/2007/us_pr_07182007.aspx<br />
  197. 197. Background<br />Solution<br />Product recall service of GS1 in US and Canada has helped in building an efficient process for handling product recalls<br /><ul><li>GS1, a not for profit association with member organisations in over 100 countries is dedicated to the design and implementation of global standards and solutions to improve the efficiency and visibility of supply and demand chains globally and across sectors
  198. 198. GS1 US and GS1 Canada are member organisations of GS1
  199. 199. Product recall is one of the key focus areas for GS1
  200. 200. Around Sep-Nov, 2009, GS1 in collaboration with various entities in US and Canada started online product recall service, Rapid Recall Exchange (in the US) and GS1 Canada Product Recall (in Canada)
  201. 201. Partnering entities in the US: GS1 (US), Food Marketing Institute (FMI), Grocery Manufacturers Association (GMA) and the National Grocers Association (NGA)
  202. 202. Partnering entities in Canada: GS1 (Canada), Canadian Council of Grocery Distributors (CCGD), Canadian Federation of Independent Grocers (CFIG), Food and Consumer Products of Canada (FCPC) and Retail Council of Canada (RCC)
  203. 203. The product recall service is an industry-driven online communication tool developed using standards and the GS1 Identification Keys, which enables manufacturers to share real-time product notifications with their retail trading partners in a secure and direct manner, supporting the removal of potentially harmful products from the supply chain before they reach the consumer
  204. 204. The various features of the service include:
  205. 205. Text Messaging, verification of notification, secure user-authentication, email alerts about new information, targeted notification to specific customers, comprehensive, prioritised information with Universal Product Code (UPC) bar codes and product images for easy identification, cross-border interoperability of recall processes and communication, capability to provide additional information such as disposal or reimbursement details</li></ul>Benefits<br /><ul><li>Standardised, more efficient process for handling product recalls
  206. 206. The exchange reduces complexity for suppliers by giving them one tool to reach retailers and wholesalers in the same way
  207. 207. High penetration/ acceptability of the system: Since its launch in Sep 2009, the system had 540 subscribers in the US by Oct 2010 (representing ~85% of all U.S. supermarket channel sales)</li></ul>Source: Rapid Recall Exchange Program website; GS1 US website; GS1 Canada website<br />
  208. 208. Background<br />Solution<br />Nestle is helping raise awareness about the importance of proper nutrition and health & wellness to children through its Healthy Kids programme <br /><ul><li>While nutritional quality has improved worldwide over the past fifty years, new nutrition-related problems have also emerged
  209. 209. Problems of under nutrition continue to exist in developing countries, while increasing rates of obesity in developed countries contribute to rising levels of chronic disease around the world
  210. 210. The objective of the Nestlé Healthy Kids Global Programme is to raise nutrition, health and wellness awareness of school age children around the world
  211. 211. The Nestlé Healthy Kids Global Programme, launched in 2009, builds on Nestlé's existing base of about 30 education programmes, with the objective of implementing a Healthy Kid Programme in every country where the company has a meaningful presence by the end of 2011
  212. 212. Healthy Kids programmes are designed and implemented in collaboration with national health authorities, child nutrition experts and/or education authorities and health experts
  213. 213. The programmes must fulfil stringent criteria and vary according to each country’s circumstances
  214. 214. A website was set up for team members and partners across the Nestlé programme, providing information such as programme criteria, best practices, evaluation and monitoring tools, communication tools, teaching material, etc.
  215. 215. As of early 2010, 56 programmes were in place globally. The objective is to have 80 programmes in place by the end of 2011</li></ul>Benefits<br /><ul><li>Nestlé Healthy Kids in Brazil / Nutrir have trained 11.000 educators and reached 1.2 million children in 4000 schools and social organisations. Nutrirhas since been successfully adapted by Nestlé in Mexico, Ecuador, Venezuela and Colombia
  216. 216. The Russian Programme helps children and teenagers to adopt correct nutrition habits as part of a healthy lifestyle. The programme has reached over 300 000 pre-school and school children every year, and over 2.5 million children in total</li></ul>Source: (a) “Healthy Kids Global Programme”, www.nestle.com; (b) http://www.csreurope.org/solutions.php?action=show_solution&solution_id=706; <br />
  217. 217. Background<br />Solution<br />Hindustan Unilever Limited educates rural women to enter the growing consumer market in rural India<br /><ul><li>CP companies need to develop a localised distribution network specific to the markets they are in
  218. 218. Hindustan Unilever Limited (HUL) wanted to enter the growing consumer market in rural India
  219. 219. Poor infrastructure and low literacy rate were the key barriers for HUL to enter these markets
  220. 220. Poor infrastructure and low literacy rates are two major challenges for CP companies while trying to extend their rural reach
  221. 221. HUL used innovative distribution solutions to tap the growing consumer market in rural India, currently India has 638,596 villagesc
  222. 222. In 2000, Hindustan Unilever (HUL) piloted project Shakti (meaning power in Hindi) in a small district in Indiab
  223. 223. It targeted rural women who act as Shakti entrepreneurs receiving stock at their doorstep from the HUL rural distributor and selling directly to consumers as well as to retailers in the villageb. These rural women are being educated and provided with on-the-job training
  224. 224. One woman typically services 6-10 villages covering a population of 1,000-2,000 peopleb
  225. 225. By 2010, the vision is to have about 100,000 Shakti entrepreneurs covering 500,000 villages and serving 600 million rural consumersd</li></ul>Benefits<br /><ul><li>Hindustan Unilever has trained more than 42,000 Indian women in villages to serve as distributors, and extended its reach to 123,000 villages
  226. 226. This program generates about $250 million a year (2006) from the villages that otherwise would have been too costly to served</li></ul>Source: (a) Capgemini Analysis; (b) Where HLL's Shakti comes from, The Hindu Business Line, May 2003; (c) Number of villages, India Government, Jan 2008; <br /> (d) Company Report – Unilever in India, November 2007; (e) Company Website - HUL Shakti <br />
  227. 227. Background<br />Solution<br />Wal-Mart collaborates to make technology more accessible and affordable for small health practices<br /><ul><li>Only about 17% of US physicians are using computerised patient records
  228. 228. Wal-Mart research showed technology was becoming less costly and interest was rising among small physician practices.
  229. 229. The Obama administration is trying to jump-start the adoption of digital medical records with $19 billion of incentives in the economic stimulus package
  230. 230. Wal-Mart bundles a suite of hardware, software and services into an affordable and accessible offering. It functions as a systems integrator, an aggregator
  231. 231. EClinicalWorks provides electronic record and practice management software, for billing and patient registration, as a service over the Internet. This “software as a service” model can trim costs considerably and make technical support and maintenance less complicated, because less software resides on the PC in a doctor’s office. Dell manages hardware installation, training and maintenance
  232. 232. Wal-Mart has the potential to bring not only lower costs but also an efficient distribution channel to cater to small physician groups</li></ul>Benefits<br /><ul><li>The package deal of hardware, software, installation, maintenance and training will make the technology more accessible and affordable, undercutting rival health information technology suppliers by as much as half</li></ul>Traditional health technology suppliers tended to shun the small physician offices because it has been costly to sell to them. Taken together, they make up a large market, but they are scattered. If Wal-Mart is successful, this could be a game-changer!<br />

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