Supply chain innovation appendix

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

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

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

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

• 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

-‐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

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

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

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

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

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

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

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

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

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

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

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

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

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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