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LYNDA COSTA 
Business LookBook
K 
Partnership Framework 
Critical Mass 
Over 400 Retailers, 
Manufacturers, and other 
stakeholders 
Global & 
Diverse 
Representation 
70 Countries; diversity in 
industry, product category, 
and format 
Deep Consumer & 
Market Penetration 
Combined industry sales > 
EUR $2.5 trillion 
Global Key Account: 
The Consumer Goods Forum
Partnering with Industry to build 
consumer trust & support brand growth 
More 
Consumer 
Information 
Accurate 
Data On-line 
& Mobile 
Minimal 
Disruption to 
Retail POS 
Minimal 
Disruption to 
Supply Chain 
Make consumer 
information available 
and relevant (B2C) 
Ensure information 
on the package 
and the web are 
aligned (B2C) 
Support production 
with no disruption to 
manufacture and 
supply chain 
(B2B) 
Support POS 
checkout activities 
with as few 
technologies as 
possible (B2B)
© 2013 GS1 
On-line 
It’s becoming a virtual world for shopping 
Convenience is dictating the retail environment 
The Traditional Retail Model No Longer Exists 
One 
Trillion 
Euro 
In 
2013 
Technology is empowering the global consumer 
Omni-channel = anytime, anywhere
Directing innovation system wide: new products and packages 
•200 new/reformulated products in $10B beverage division 
•Informed decision making to drive cost savings and cost avoidance 
•Upward of $4.5MM savings 
•Significant efficiencies in resource management across entire organization… less “heroics” 
5 
•Automated tool that calculates “Go To Market” scenarios 
•Incorporates global complexities, multiple variants, and cross functional hand-offs 
•Training map to increase knowledge of cross functional requirements and consideration of total system complexities
Strategic direction for innovation 6 
6 
•System-wide alignment and prioritization for all new products and packages 
•Greater understanding on timing for innovation and associated complexities 
•Informed decision making based upon resources and system costs 
•Global calibration across market units and business units 
•Less “heroics” and greater efficiency
Building capability on a global scale 
•Educate cross functional areas on supplier quality program 
•Unique tools to transfer knowledge and build technical expertise 
•Global calibration of auditors on supplier evaluations and new quality programs
Interactive exercises used to increase effectiveness of learning for quality programs
Global supplier quality programs and performance scorecards 
•Newly developed programs and tools to evaluate new and existing suppliers world wide 
•$10.5MM cost savings; balancing business continuity and brand integrity 
•Comprehensive audit tools to help prevent quality issues 
•Global scorecards for tracking ingredient and supplier quality 
•Manage prioritization for supplier audits and associated resource deployment on world-wide basis 
•Central location for supplier status
Optimized testing: adding value and 
significant efficiencies 
Right testing at right parts of supply chain 
to determine optimized testing plan 
• Gained efficiencies 30% 
• $1 MM cost savings 
10 
Where we are... 
• Quality control 
• Differences in testing 
protocols/execution 
• Testing on everything 
• Focused on data collection 
Where we are going... 
• Quality assurance 
• Standardized, global 
testing programs 
• Test smartly 
– Focus on the right 
quality drivers 
– Opportunity to 
reduce testing 
• Information management 
FROM TO

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Business lookbook 2014

  • 2. K Partnership Framework Critical Mass Over 400 Retailers, Manufacturers, and other stakeholders Global & Diverse Representation 70 Countries; diversity in industry, product category, and format Deep Consumer & Market Penetration Combined industry sales > EUR $2.5 trillion Global Key Account: The Consumer Goods Forum
  • 3. Partnering with Industry to build consumer trust & support brand growth More Consumer Information Accurate Data On-line & Mobile Minimal Disruption to Retail POS Minimal Disruption to Supply Chain Make consumer information available and relevant (B2C) Ensure information on the package and the web are aligned (B2C) Support production with no disruption to manufacture and supply chain (B2B) Support POS checkout activities with as few technologies as possible (B2B)
  • 4. © 2013 GS1 On-line It’s becoming a virtual world for shopping Convenience is dictating the retail environment The Traditional Retail Model No Longer Exists One Trillion Euro In 2013 Technology is empowering the global consumer Omni-channel = anytime, anywhere
  • 5. Directing innovation system wide: new products and packages •200 new/reformulated products in $10B beverage division •Informed decision making to drive cost savings and cost avoidance •Upward of $4.5MM savings •Significant efficiencies in resource management across entire organization… less “heroics” 5 •Automated tool that calculates “Go To Market” scenarios •Incorporates global complexities, multiple variants, and cross functional hand-offs •Training map to increase knowledge of cross functional requirements and consideration of total system complexities
  • 6. Strategic direction for innovation 6 6 •System-wide alignment and prioritization for all new products and packages •Greater understanding on timing for innovation and associated complexities •Informed decision making based upon resources and system costs •Global calibration across market units and business units •Less “heroics” and greater efficiency
  • 7. Building capability on a global scale •Educate cross functional areas on supplier quality program •Unique tools to transfer knowledge and build technical expertise •Global calibration of auditors on supplier evaluations and new quality programs
  • 8. Interactive exercises used to increase effectiveness of learning for quality programs
  • 9. Global supplier quality programs and performance scorecards •Newly developed programs and tools to evaluate new and existing suppliers world wide •$10.5MM cost savings; balancing business continuity and brand integrity •Comprehensive audit tools to help prevent quality issues •Global scorecards for tracking ingredient and supplier quality •Manage prioritization for supplier audits and associated resource deployment on world-wide basis •Central location for supplier status
  • 10. Optimized testing: adding value and significant efficiencies Right testing at right parts of supply chain to determine optimized testing plan • Gained efficiencies 30% • $1 MM cost savings 10 Where we are... • Quality control • Differences in testing protocols/execution • Testing on everything • Focused on data collection Where we are going... • Quality assurance • Standardized, global testing programs • Test smartly – Focus on the right quality drivers – Opportunity to reduce testing • Information management FROM TO