Global Industry Engagement

Global Industry Engagement October 6, 2014 Greg Rowe Director, Retail & Foodservice Industry Engagement

Why do we need Global Industry Engagement? The world is changing rapidly, together we are GS1 We are at the digital tipping point

▪ Loss of relevance as fewer items go over Point-of-Sale ▪ Supply Chain has become a Supply Network ▪ Pace of change eclipsing traditional commerce change, e.g. use of QR codes jumped 28% to 62% in 1 year

Omni channel – anytime, any-where commerce

Data Quality is an expectation of the Global Consumer

▪ Consumers engage across channels - online, mobile, in-store ▪ CPGs creating direct consumer connection, e.g. P&G’s eStore ▪ Demand for standards to support cross-channel fulfillment as they become antes, e.g. click & collect, ship from store

▪ Consumers relying more on data than ever before ▪ GS1 identifiers act as key data element across platforms to enable 360 product views and big data analytics

▪ Has the potential to accelerate use of GS1 standards if we are aligned ▪ New EU Food Information Regulation, US FDA for Healthcare and Food and APEC / Regulatory activities are increasing

Maintaining relevance in the “new normal”

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▪

ABAC guidelines Increasingly healthcare decision-makers are requiring global standards for harmonised identification and traceability of medicinal products

▪ Growth of manufacturing alternatives, 3D Printing and e-Marketplaces like Etsy create ▪

an opportunity but also a threat Potential to leverage omni-channel to grow adoption amongst Private Labels

The Role of Global Office Industry Engagement

1. Support MOs in Core Sectors 2. Represent GS1 interests in Global Associations 3. Facilitate connection and collaboration between MOs © 2014 GS1

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GS1 Global Strategy –Strategic Priorities

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Mission/Vision  Purpose & Beliefs  Common Global Brand System

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Execution Quality  Standards

Sector Focus  Adoption of GS1

Implementation

 Data Quality

4 Digital  GS1 Digital Strategy

standards in Core and Emerging Sectors

 Global Classification

with emphasis on GS1 Strategy for Omni-channel

 Key Projects

of Sectors and Business Processes

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Organisation

    

 GS1 Source  GTIN on the Web

5 Innovation  Global Business Technology Innovation

 Local entrepreneurship and MO-MO sharing

Common KPIs MO Clustering supported by GO Cluster Managers Common Trademark Agreement Review Advisory Council GS1 Organisational Culture McKinsey & Company

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2014/2015 Global Sectors RETAIL

CPG/Grocery

Fresh Foods

Apparel

General Merchandise

HEALTHCARE Pharmaceuticals

Medical Devices

incl. OTC, vaccines, nutritional, animal health

All classes

TRANSPORT & LOGISTICS

FOODSERVICE © 2014 GS1

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It is a new world… Omni-Channel is our primary focus in Retail

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It is important to balance growth across 3 tiers to fully capitalize on our core with a few seeds of growth Value

Core sectors -

Retail Healthcare Transport and Logistics

Definition

Strategy

• Generate majority of near-term value, lion’s share of business activity • Require continued innovation for health • Drive adoption and develop new standards and services as required

Emerging sectors -

Viable options

Food Service Apparel and Textiles

• Passed screening criteria, could be transformative and are accelerating • Require investment/skills • Identify local sector guidelines and create global best practices • Drive adoption with users and MO participation

• Options/sectors that are being tested against screening criteria • Require careful monitoring • Assess global strategic potential and decide in or out

Time © 2014 GS1

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GS1 Global Sectors: Strategy 1. Drive adoption and usage of GS1 system with focus on: a) b)

Core Sectors: CPG, Fresh Food, Healthcare and Transport & Logistics Emerging Opportunities: Food Service and Apparel & Textile

2. Identify opportunities for growth in next 3 years based on successful MO initiatives: a)

Create a GS1 global classification for sectors and business processes to enable global consolidation of local MOs 3-Year Plans. This will allow: i. ii.

Leading MOs to work together in new initiatives in same sectors/business processes Develop best practices from successful initiatives for re-application in other MOs

3. Continue looking for new “Viable Option” sectors leveraging the MOs versus driving centrally from the Global Office a) b)

© 2014 GS1

Adjacencies Recognize the need for investment

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Why are we focusing on Business Processes? Technology Talk Global Data Synchronisation

New Product Introduction

eCom

Order to Cash

DESADV & Logistic Label

Inventory Management

EPCIS AIDC

© 2014 GS1

Business Process Talk

Customer Fulfilment / eCommerce Category & Promotional Management

GS1 6 Step Process • Step 1 - Discovery by MO, by industry association, Members • Step 2 - Initial contact and development of Global Engagement Plan (Strategic, Execution & Financial Plan) – Decision by GO Leadership Team: GO / NO GO --– Advisory Council Support

– Decision by Management Board : GO / NO GO ---

• Step 3 - Develop Industry Expertise & Community Building – Decision by GO Leadership Team: GO / NO GO ---

• Step 4 - Development of Standards, Solutions, Guidelines, Services & Processes • Step 5 - Implementation • Step 6 – Ongoing engagement

© 2014 GS1

Your Global Office IE Team

Ulrike Kreysa

Greg Rowe

Agathe Daskalides

Enzo Blonk

Agathe Daskalides Audrey Kremer Audrey Kremer © 2014 GS1

Marianne Timmons

Pete Alvarez

Jim Bracken

Robert Beideman

Diane Tailard

Activities of Global Office Industry Engagement Internal • Establish and Manage MO Interest Groups as a platform for open discussion, explore global activities, share engagement best practices, collect use cases for publication … • Develop generic business process solutions that are applicable to multiple industries • In collaboration with the global MO and User communities, publish key process case studies • With the aim of driving adoption of the GS1 System, in collaboration with MOs and relevant Subject Matter Experts, develop Deployment Programme content • Drive adoption of the GS1 System in key supply chain processes through MO Deployment Programmes • Plan communications and marketing activities • Deliver business development/Industry Engagement guidance to MOs

© 2014 GS1

External • Develop strategic partnerships • Represent GS1 in industry committees and or intergovernmental bodies • Ensure visibility at key industry events • Manage Global Industry Advisory Committees/Leadership Teams • Manage Industry User Groups on specific work items

Industry Engagement this week Monday

Apparel

Tuesday

Wednesday

Thursday

Joint Session with T&L (14:30-18:00)

Industry Workshop (all day)

MO Interest Group (9:00-12:30)

Industry Workshop (all day)

Fresh Foods GS1 OmniChannel (former GS1 Digital and BING MO Interest Group)

MO Interest Group (9:00-12:30)

IE Interest Group (13:30 – 17:30)

GS1 eCom Interoperability Model Project (13:30 – 17:30)

Healthcare

Transport & Logistics (T&L) © 2013 GS1

Industry Workshop (all day)

Industry Workshop (11:30-13:00)

Questions?

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Contact Details Greg Rowe GS1 Global Office Director, Retail & Foodservice Industry Engagement Princeton, New Jersey www.gs1.org