Supply chain innovation appendix

1. Summer 2011 1

2. Table of Con t en t s Meet The Team:........................................................................................................................3 Project Approach .....................................................................................................................5 Appendix A: Supply Chain Website Overview................................................................6 Appendix B: External Supply Chain Case Studies..........................................................8 More Innovation Around The Marketplace: ............................................................................ 9 Manufacturing Firm Innovation Trends:................................................................................10 Appendix C: internal Supply Chain failure (2001-02).............................................. 11 Appendix D: IDEO – innovation consulting co. – Case Study .................................. 12 Innovation the IDEO Way.............................................................................................................12 Prototyping the IDEO Way...........................................................................................................13 Appendix E: Nike Zoo innovation insight ..................................................................... 13 Appendix F: Rotational Development Program ......................................................... 14 Appendix G: Offsite Plan Example................................................................................... 14 Appendix G: Your New Digital Roster ............................................................................ 15 Digital Scavenger Hunt ....................................................................................................... 16 Task 1: Twitter ................................................................................................................................17 Task 2: Google+ ...............................................................................................................................17 Task 3: Google Reader...................................................................................................................18 Task 4: GroupMe .............................................................................................................................19 Task 5: Tumblr ................................................................................................................................19 Other Digital Tools .........................................................................................................................20 Stay in Touch!...................................................................................................................................20 2

3. Meet The Team: Evan Baechler – Baechler@uoregon.edu SCHOOL: University of Oregon, BA Sports Business GRADUATION DATE: June 2012 DEPARTMENT: Global Digital FAVORITE SPORT: Soccer, Lacrosse INTERESTS/HOBBIES: Drums, digital art, travel, barbecuing FAVORITE NIKE PRODUCT: Airforce 1 Mid (all black) Tierney O’Rourke – torourke91@gmail.com SCHOOL: Stanford University, BA American studies, Human Biology GRADUATION DATE: June 2013 DEPARTMENT: Brand Design -‐ Writing FAVORITE SPORT: Crew INTERESTS/HOBBIES: Rowing, running, hiking, baking FAVORITE NIKE PRODUCT: Tempo running shorts Rory Blanche – gotair@charter.net SCHOOL: W. Washington Univ, BS Manufacturing Engineering Tech. GRADUATION DATE: June 2012 TITLE: IHM -‐ Design Engineering FAVORITE SPORT: Basketball INTERESTS/HOBBIES: Snowboarding, mountain biking, sports equip. FAVORITE NIKE PRODUCT: Huarache 2K4, Jordan XI, Hyperdunk 3

4. Cydney Ross – cydney.ross@duke.edu SCHOOL: Duke University, BA Public Policy GRADUATION DATE: May 2012 DEPARTMENT: Olympic Sports Marketing FAVORITE SPORT: Track and college Basketball INTERESTS/HOBBIES: Running, hanging with friends, reality TV FAVORITE NIKE PRODUCT: Nike Pro Spandex, Nike Free Marika Zumbro – mzumbro@gmail.com SCHOOL: Harvard University, BA Psychology GRADUATION DATE: May 2012 DEPARTMENT: IT Service Delivery FAVORITE SPORT: Softball INTERESTS/HOBBIES: Sports, movies, and dance FAVORITE NIKE PRODUCT: Shoes Tanner Gardner – tgardner@mba2012.hbs.edu SCHOOL: Harvard Business School, MBA GRADUATION DATE: June 2012 DEPARTMENT: Strategic Planning Intern FAVORITE SPORT: Wrestling INTERESTS/HOBBIES: Running, golfing, wrestling, traveling FAVORITE NIKE PRODUCT: Beijing Wrestling Shoes Bree McArdle – bm07d@fsu.edu SCHOOL: Florida State University, BS Business MKTG & HR MGMT GRADUATION DATE: Spring 2011 DEPARTMENT: Retail Brand Presentation FAVORITE SPORT: Track INTERESTS/HOBBIES: soccer, rugby, triathlon, going to the beach FAVORITE NIKE PRODUCT: Nike racing flats 4

5. Project Approach Overview of the Problem Business Problem: Lack of existing structure, framework in approach to innovation within Supply Chain / Operations organization. This results in being opportunistic and reactive to best practices and trends, rather than being the “first in market – or trend-‐ setter” as it relates to supply chain development Provide any more details based on interview with Nikhil / Deb / others on team. 3 Sub-‐groups: Current State of the Supply Chain Organization, focusing on innovation: Bree and Tanner • Overview of dept (mission, organization, supply chain flow chart, etc.) • Current process for innovation • Description of any previous efforts to improve the innovation process External Benchmarking innovation: Cydney and Mari • Identify 2-‐3 companies that have strong innovation organizations o Look at a possible Forbes list (100 most innovative companies) o Google • Complete a small case study on each of these organizations documenting best practices and areas that may not work so well • Could supplement this with a small amount of academic research o Lots of academic reviews/research, etc. on Ideo Internal Benchmarking innovation: Evan, Rory, Tierney • Identify 2-‐3 departments at NIKE with strong innovation processes o Innovation Kitchen (Tierney)  Aaron Cooper, Innovation Design Lead, Pantry  Intern in Innovation Kitchen/Pantry: Anthony DeRothschild  Dave Schenone, Innovation Kitchen, customization, local for local o Brand Innovations (Rory)  Byron Merritt (asst: Jolene Driscoll)  Jeff Cha o IHM (Rory) o Knit Cave o Supply Chain (Rory) o Sharla Settlemier, Senior Director of Sustainable Manuafcturing o Digital (Evan)  Jesse Stollak: Director 5

6. • Complete a small case study on each of these departments documenting best practices and areas that may not work so well (based on interviews with folks in these organizations and also any documents they may have on innovation Current Position vs. Benchmarks Show how the Supply Chain organization’s innovation process compares to that of others top innovation organization and departments at NIKE Go-‐forward strategic options and recommendations • Based on benchmarking, layout 2-‐4 feasible go-‐forward options for an innovation frameworks within supply chain • Potentially lay out some additional ‘stretch’ ideas that may not be feasible now but in the future • Recommend one specific option Tactics and challenges to achieving recommendation • Layout some key tactics on how the organization can get from where it is today to the recommended future state • Identify key risks to achieving the recommendation and propose ideas to mitigate those risks Appendix A: Supply Chain Website Overview Basic and Shortened Nike Supply Chain Information on Nike Zero: (http://zero.nike.com/supply_chain/index.html) At its core, supply chain = deliver in full on time with minimal cost and inventory. A simple concept but one we must execute across the globe in over 160 countries, with 650,000+ SKUs, from 1000 factories, in 100,000+ stores. Our supply chain is a complex network of people, products, partners (suppliers, customers), physical locations (factories, distribution centers, stores), and information systems. Global Network: We source in 53 countries and deliver products in over 160 countries around the globe. To do that there are core activities in the supply chain: Plan-‐Design-‐Source-‐Develop-‐ Forecast-‐Sell in-‐Buy-‐Make-‐Allocate-‐Deliver-‐Sell Through-‐ Clean up. Strategic Plan Supply Chain’s objective is to win at the moment of truth: right product, right place, right time. Strategic Priorities: 6

7. -‐Serve marketplace transformation; lead with Direct-‐ to Consumer. -‐Deliver category offense with precision, speed and flexibility. -‐Embed multiple business models in our DNA-‐ Always available first. -‐Perfect end to end “value chain” planning and execution. -‐Unleash the power of the portfolio-‐ leverage to accelerate growth. (Each of these priorities are elaborated on the website with statistics included). Foundation of Priorities -‐Drive execution discipline and accelerate continuous improvement. -‐Develop and inspire diverse, high-‐performing teams -‐Innovate for a better supply chain, and a better world On the website under Nike Corporate Strategy there is a Nike Brand Strategic House diagram which outlines the companies map of their potential through to the year 2013. Strategy Development The Strategy Deployment process encompasses both the development and the execution of strategy. Key changes being made to improve the efficiency and the effectiveness of the process are: Orchestrated annual set of events and deliverables that align with corporate strategic planning process Playbook with tools, techniques, roles and responsibilities, guides for each phase of deployment Rigor and discipline with investment in time for x-‐org alignment and engagement Performance Management The Global Operations Supply Chain performance management team facilitates a monthly supply chain performance review process. This includes setting targets, collecting data, reporting, reviewing, and driving actions as result of gap analyses. The Supply Chain review process is part of the broader Sales and Operations Planning (S&OP) framework, through which representatives from the stakeholder groups come together to optimize the demand/supply match and to look into escalated issues. Within Nike Operations, there is close collaboration across functional areas (Merchandising, Planning, Sourcing/Manufacturing, Sales), across Footwear and Apparel, with the Category team, and between the six Geographies. Examples of Nike trying to improve Strategic Development and Supply Chain: Article: ‘Strategy Deployment in Japan and Greater China.’ Basically two Nike workers travelled overseas to support the Greater China and Japan teams with the creation of strategic plans through “Strategy Deployment” workshops. 7

8. Appendix B: External Supply Chain Case Studies Safeway and Kraft (2004) Kraft needed help innovating in their supply chain to provide the best possible service to their customers and increase revenue. IDEO helped to facilitate a series of workshops between members of Supply Chain, Merchandising, Procurement, Sales, and Human Resources representatives from both Kraft and its retail supermarket customers. Using structured brainstorms, field observations at stores and distribution centers, inspirational observations at analogous companies, employee interviews, and quick prototyping of new tools, the teams convened several times over an 18-‐month period to share learnings, brainstorm further solutions, and implement changes. One of which was pre-‐packed retail displays (photo). Over the course of a year, one team from Safeway saw an 162% increase in sales in a certain product. Kraft and Safeway have continued to use the skills, networks, and collaborative strategy to keep innovating in the future. http://www.ideo.com/work/safeway-‐supply-‐chain-‐innovation-‐for-‐kraft Qualcomm Venture Fest (QVF): In 2006, Qualcomm CEO’s launched the Venture Fest competition to develop entrepreneurial leaders, promote innovation, discover new opportunities, and experiment with management innovation practices amongst employees. QVF is a yearly competition open to all full-‐time employees, where they are required to submit a short business plan summary. The submission period is open for about six months, followed by a finalist selection process lasting about 6 weeks. Once the finalists are selected, each finalist must recruit a diverse team of 3-‐10 volunteers and they undergo a 3 month corporate entrepreneurship and innovation boot camp. The boot camp consists of core and elective courses taught by specialists in fields such as financial analysis and intellectual property. Teams are also given a small fund for outside costs. After three 8

9. months, the teams present to judges, who are also executive members of the corporation. The top 3 teams are given another round of funding so that they can continue to work on the projects in order to ultimately reach market launch or to keep it brewing in research and development. QVF saw a 50% increase in participation from one year to the next, 75% receive funding for proof-‐of-‐concept activities, and ultimately, about 20% of business plans are implemented as new businesses. Saturn: Saturn has set the bar for customer loyalty with their after-‐sales service and supply chain efficiency. They have taken the concept of jointly managed inventory and refined it to their needs. This means each Saturn retail branch works together to distribute parts and efficiently respond to the customer’s needs. For example, if a car from one region needs a specific part and the branch in that region is not currently carrying it, the other branches nearby will quickly respond to the call to get them the part as soon as possible. This is different from other companies in which the branches are competing for more customers and sales rather than working together. Because of this method of delivery Saturn is the highest ranking car company for part availability and customer loyalty and satisfaction. The pull system strategy is based on target levels which means that single-‐piece flow and one-‐for-‐one replenishment creates the least amount of waste while still efficiently responding to demand. The branches do not position inventory in advance based on forecast consumption, which is necessary with the unpredictable nature of the demand of parts. More Innovation Around The Marketplace: 3M Co: scientists can spend 15% of their time on projects they dream up themselves, & the co. has set procedures to take bright ideas forward, including grants &venture funding. Google Inc: allows its researchers to devote 20% of their schedules to play time, pursuing their own ideas and projects. The company credits this policy with fostering many of i ts important product innovations, including Gmail, its popular Web-‐based email service. BMW AG: (and others) uses websites as open invitation for new ideas. Through its Virtual Innovation Agency, BMW invites ideas from “small and medium-‐sized innovative companies” on the Web. Many companies use teams of writers with diverse perspectives to create complex scenarios of what future markets may look like. The writers try to imagine detailed opportunities and threats for their companies, partners and collaborators. 9

10. Novo Nordisk: used first hand observation to mobilize teams in several developing countries to research how health systems with limited resources were handling diabetes care. The result was a rich picture of the market, the needs that weren’t being met, and fertile suggestions for alternative products and services that might be delivered. Some companies seek innovation partners with whom they wouldn’t normally work, and who might bring a fresh perspective. Doctors at the Great Ormond Street Hospital for Children in London, for example, consulted with members of a pit-‐stop crew from Italy’s Ferrari Formula One motor-‐racing team to explore ways of improving how children were being moved out of heart surgery and into intensive care http://online.wsj.com/article/SB10001424052970204830304574133562888635626.htm l Manufacturing Firm Innovation Trends: Source: “Innovative characteristics of small manufacturing firms.” The Journal of Small Business and Enterprise Development; (2006). 10

11. Appendix C: internal Supply Chain failure (2001-02) http://wps.prenhall.com/bp_laudon_essmis_6/21/5555/1422333.cw/content/index Background: Beginning in early 1990s, NIKE is so large it cannot accurately predict demands. NIKE is also sluggish to react to demand changes, taking a month for production schedules to transition. As a result, retailers experience stock outs of popular show/apparel models, while running surpluses of less popular product forcing drastic discounting. To better predict demand and improve flexibility of supply-‐chain, NIKE: • Installs Systems, Applications and Processing (SAP) supply-‐chain management system in late 90s. • Installs intranet in ‘97 hoping to more accurately understand and rapidly react to local style demand by connecting geographies with WHQ. • Spends $400 million to install customized i2 supply-‐chain management system in 2001. All these implementations fell well short of NIKE’s expectations. The most expensive and damaging from a PR perspective was the i2 failure, highlighted below. i2 Failure: The i2 system likely failed because it was a highly customized version, implementation was poorly managed, and i2 had certain flaws. Customization: NIKE worked closely with i2 to implement a highly customized version of the software, and then link it to existing back-‐end systems. However, the customization caused managers to skew from proven i2 implantation methodologies resulting in an unstable launch. Poor Management: Phil Knight (the CEO at the time) made comments implying he hadn’t created nor approved checkpoints for i2 implementation, and he couldn’t track the expenditure of the $400 million. i2 also went live to 1000s of suppliers/manufacturers instead of an incremental launch. This made isolating problems impossible. Flaws: Kmart who has similar complexities in its forecasting and supply-‐chain, also reported problems with i2 software. i2 salespeople make bold promises that their software doesn't always live up. 11

12. Results of i2 failure: • Products were double ordered. Once by i2, and again by old systems • Inventory problems persist for 6-‐9 months • Profits decline from 50-‐55¢/share to 35 -‐40¢/share. • Problems would cost $80 million to $100 million in sales for that quarter Appendix D: IDEO – innovation consulting co. – Case Study Innovation the IDEO Way 1) Determine your Innovation Bias • Human: “How might we become more relevant to people outside our existing markets?” • Technology: “How might we leverage this new technology in the marketplace?” • Business: “How might innovation allow us to grab share from our competitors in the growing market?” 2) L with human needs and balance all 3 perspectives • Innovate experiences that make life better for people • IDEO ways to grow o Create growth and innovation goal o Assess outcomes to manage innovation o Get started Brainstorming the IDEO Way • Bosses don’t get to speak first • Stay focused on the topic • Defer judgment to avoid interrupting the flow of ideas • Build on the ideas of others • hold only one conversation at a time • go for quantity • Everybody doesn’t need a turn • No experts period • Anything goes, wacky is fine • Be Visual • If an idea doesn’t sound ridiculous at first, it’s probably not a good idea 12

13. Prototyping the IDEO Way Deep dive approach: focus intensively for an entire day to generate a large number of creative concepts, weed out weak ideas, and start prototyping. Do immediately after thinking! Development process: • Phase 0-‐ understand and observe’ Team seeks to understand the client’s business and determining the feasibility of a product. By the end, should have summarized major discoveries and the marketplace and its users • Phase 1-‐ visualize/realize; choose a product direction based on ideas, technologies, and market perceptions. Goal is to work with the client enough to have brought 3d models and a general manufacturing strategy of product • Phase 2-‐ evaluating/refining; enhanced prototype designs through testing, culminates with a “looks like” design model • Phase 3-‐ implement/detailed engineering; completed product design and verified the final product worked and could be manufactured. Teams delivered a fully functional design model. • Phase 4-‐ implement/manufacturing liaison; team ensured smooth product release Appendix E: Nike Zoo innovation insight 1.Explore (in all areas of the world; try to blend distinct concepts; always keep end goal in mind) 2.Discover 3.Create 4.Connect (with the business; how does this innovation fit the needs/demands of the company and the consumers?) 5.Test 6.Refine 7.Deliver 13

14. Appendix F: Rotational Development Program Appendix G: Offsite Plan Example Theme: Outside-‐in / Inside-‐out Goal: To increase perspective to increase ideas to increase potential while team building along the way– every activity down to the meals should expand thinking and bring the group together. 3 Day Schedule: Day 1: Guest Speaker, Nike employees  external issue Day 2: Nike Leadership presentation, non-‐Nike people  Nike-‐specific issue Day 3: Debrief, apply learnings Day 1: Inside-‐out 9:00 AM -‐ Breakfast: Vegan 10:30 AM -‐ Creative Space: Speaker • External company shares problems (Aligns with Nike strategy) • Case competition introduction – picking teams (playground style) 14

15. 11:30 AM – Breakout in teams 1:00 PM – Lunch: Dim Sum 2:00 PM – More time to work in teams 5:00 PM – Presentations to Panel: Professor, Nike rep, guest org rep, athlete, local influencer 7:00 PM -‐ Dinner w/Panel – Seafood • Prizes/announcements/sharing Day 2: Outside-‐in 9:00 AM – Breakfast: Coffee/Pastries 10:00 AM – Nike Leadership: talk strategy and Nike-‐specific issues 11:00 AM – Brainstorming in groups 12:00 PM – Regroup, share findings 1:00 PM – Lunch: Stanford Mess Hall 2:00 PM – Social outing, sports event 6:00 PM – Dinner – cooking class • Open debriefing during dinner Day 3: Homecoming (1/2 day) 9:00 AM – Breakfast 10:00 AM – Debrief 12:00 PM – Lunch Leave Regroup @ WHQ w/team to share key learnings Feedback from traveling team on effectiveness/suggestions Experience enhancers: Integrate social media to catalyze sharing, connecting, creativity, and ideating. • Twitter sidebars during presentations, listeners can tweet questions or ideas in real time • Share music via spotify • Share photos from event with instagr.am and leverage facebook to vote on best • Unlock badges with foursquare which lead to special offsite privileges (maybe this is how you determine who the Nike case competition judge is) • Nike+ (most mile ran during, etc.) Appendix G: Your New Digital Roster The easiest way to begin to understand how digital concepts can integrate with the supply chain is to start integrating with the Nike digital department. This list of key digital contacts should help. 15

16. Everybody on this list sits in Jerry Rice (East Wing) floor 2 You know how to turn any name into an @nike.com email address! Evan Baechler – Global Digital Intern (Super accessible) -‐-‐ Baechler@uoregon.edu Jesse Stollak – Global Digital Brand & Innovation Director (the big boss) Vikrant (Vik) Singh – Global Digital Community Manager (Social Media expert) Anthony Abernathy – Global Digital Cross Category Lead (Strategy expert) Ezra Martin – Global Digital Production platforms specialist John Agnew – Operating Systems, Applications, Mobile specialist Andy Pawlowski – Global Digital Basketball Lead Jacy Weyer – Global Digital Action Sports Lead Laura West – Global Digital Running Lead Danny Tawiah – Global Digital Athletic Training Lead Dorinda Ross – Global Digital Woman’s Training Lead Laura Adams – Digital advocacy producer for SB&I (NBW digital lead) Supply Chain’s Digital Scavenger Hunt / Checklist Digital Scavenger Hunt The key to thinking digitally is acting digitally. We’ve set up some fun, interactive digital experiences to help you develop a digital mindset. This will al you to find new information sources, test drive new digital tools, and get acclimated with functionality and terminology! Your New Gmail Account This Gmail will act as your new digital hub throughout this digital experience. Email: Just.Do.Innovation@Gmail.com Password: improve! Security question: What Company do I work for? Answer: nike 16

17. Task 1: Twitter We’ve set up a Twitter account for you. This will help you find content and people related to supply chain, innovation, digital, nike, current events, everything. Twitter account (called a twitter handle): @JustDoInnov Password: improve! Here is your Twitter Checklist  Write your purpose: in profile settings fill in your Twitter bio – brevity is key  We set you up with a few followers now find some more. Either search for topics that interest you or click on one of the people you follow and see who they follow  Now set up a list. You can organize an inbox of tweets by assigning people you follow to lists. This can help compartmentalize your Twitter stream.  @Ebaechler has tweeted @JustDoInnov be sure to respond, and checkout his recommendations. Be sure to tweet back  Download the Twitter mobile app and explore on the go! Task 2: Google+ There should be an invitation to Google+ waiting in your inbox. This is Google’s new social network. Google+ is still in beta – which means most people haven’t joined yet. The people who have are early adopters, the tech hungry, and trendsetters. By joining you’ll be among the elite of social digital. 17

18. Google+ Checklist  Establish a Supply-‐chain specific circle (circles are groupings for your G+ friends. You can disseminated information to specific circles without your other friends or the public having access)  Invite all your supply chain co-‐workers to join (they’ll need a Gmail account)  Start sharing ideas and communicating internally via google+ try organizing a brainstorm in the physical world solely by using G+  Test Drive a hangout. Hangouts may work as a digital meeting space down the road  Get the mobile app  Tweet about your experiences (@ebaechler would love an update) Task 3: Google Reader Google reader is an RSS feed where you can subscribe to blogs and new sources online to keep up on current events, trends, ideas, and people. You can access you reader dashboard while logged into the just.do.innovation@gmail.com email account. Just click on the reader link in the top-‐left navigation bar. You’ll want to be the boss of your own RSS feed because if you add too much there is too much pollution. We’ve loaded two sources only so it’s up to you to take charge. Google Reader Checklist  Add a new source to your RSS feed – Try finding an interesting blog on twitter and then loading them in. Click ‘Add a subscription’ then simply copy the url for the blog / source to add it to your feed. 18

19. Task 4: GroupMe GroupMe is a group texting social networking tool. It is a great way to ideate on the go with anybody in the world. You’ll need a mobile number to set up your account, so we didn’t set one up for you. http://groupme.com/ GroupMe Checklist  Designated an employee to set up a GroupMe account.  Create a room – make sure the room title / topic is clear so that the scope of the conversation remains focused. The topic could be around a specific problem needing to be solved or a brainstorm around additional ways to innovate.  Add Evan Baechler to the list 503-‐701-‐8868 so the conversation has some young, outside perspective. Task 5: Tumblr Now that you’ve set up all these tool s to get smarter, get faster, and ultimately work toward a better, more innovative supply chain, you’ll need a place to share your most notable content. Tumblr is a super-‐ simple blogging site. Try setting one up and seeing if the platform fits to your information sharing needs. Here is an example of a tumblr blog, the global digital department maintains as a hub for link sharing. http://linkcanvas.tumblr.com/ Tumblr Checklist  Set up a Tumblr account and circulate the link to people who could benefit from posted content  Locate the designated email so that you can post via email remotely. http://www.tumblr.com/goodies  Post a link or two a day for a week and evaluate if you and your team are smarter and innovative by Friday you can pull links from twitter, Google+, Google Reader, and from internet searches 19

20. Other Digital Tools Here is a list of other digital tools that Supply Chain might leverage toward innovation. Evernote: A digital file cabinet. Store, organize, and edit, all digital QR codes: 2D barcodes read by smartphones that link physical content. The web clipper is key. content to digital StumbleUpon: bubbles up Spotify: Music sharing network – it interesting web content based on filters around your interests might replace itunes. Nike+: you know what this is! but Foursquare: A mobile network in using it will help identify how sport which users check into locations and nike integrate socially/ digitally and ern points/badges. Tweetdeck: a desktop app that Linkedin: professional social optimizes social media monitoring network. A good place to located and publishing innovative thinkers Webex: a virtual meeting Quora: A social network organized application around Q&A – potential crowd Stay in Touch! sourcing opportunity We’d love to stay involved with Nike supply chains innovation. Don’t hesitate to email (our emails are on pages 3-‐4) or in the spirit of digital, reach out via twitter, Linkedin, Google+, or by adding us to your GroupMe conversations! Evan Baechler -‐ @ebaechler Rory Blanche Tanner Gardner -‐ @tannerdgardner Bree McArdle Tierney O’Rourke -‐ @tierneyorourke Cydney Ross -‐ @cydmarie16 Marika Zumbro 20

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Supply chain innovation appendix

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