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WINNING GLOBALLYChair: Michael Jacobs
Chief Logistics Officer, Keurig Green Mountain
Opening Remarks & Introduction
Michael JacobsChief Logistics Officer, Keurig Green Mountain
Going Global Case Study Craig Simon
President and CEO, FedEx Supply Chain
How do I keep my products secure?
Why should I do business globally?
How do I organize internationally?
What time is it in Sri Lanka?
But I only speak English.How does customer
demand affect my sourcing decision?
What is a frontier market?
Is it safe over there?
Do they have paved roads?
What are the regulations?
How does Colombia compare to Panama?
Is there sufficient infrastructure?
Should I worry about FCPA?
What is CTPAT?
Who can sign contracts in Tunisia?
What will the price of oil be next year?
How do exchange rates affect profits?
Should I use a distributor or go direct?
What does it cost to source from another country?
Which countries are most important?
Where should I store my finished goods?
Should I use one operating system globally?
Brent Crude Oil Prices 1982–2014
Source: Trading Economics
1986:$8.75
2008:$145.61
2014:~$109
Export Trends for Top MarketsExports from some of these countries have been slowing down since CY2010 (YOY% Total Export Value in USD)
Source: IMF, National Authorities
World Trade Volume vs. Global Real GDP
Source: CPB Netherlands Bureau for Economic Policy and Analysis, Economic Intelligence Unit, FedEx Corporate Economics
• During the globalization of manufacturing, trade grew 2-3 times faster than GDP• In 2012 and 2013, trade volumes failed to grow at their historical rate• Since the “Great Recession,” trade has been steadily improving but not at the
prior pace
“New Normal”
Domestic AgendaNear Shoring
Protectionism
Impact of Global Trade
Source: U.S. Department of Commerce, April 2014
• 95% of America’s consumers live outside our borders• Every $1 billion in additional exports supports approximately
5,000 U.S. jobs• Since President Obama launched the National Export Initiative in
2010, U.S. has seen record exports and an increase of 1.3 million export-related jobs
Record U.S. Exports in 2013• U.S. exports in 2013 set record for fourth straight year – reaching
$2.3 trillion, up nearly $700 billion since 2009 • Record U.S. merchandise exports in 2013 to 63 markets, including:
• Canada (+2.7%)*• Mexico (+4.7%)• Colombia (+13.8%) • Panama (+9.6%)• Peru (+7.6%) • Jordan (+18.2%)
Source: U.S. Department of Commerce, April 2014
* Year-over-year change from 2012
Value of World Merchandise Exports 2003-2013
Source: WTO
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 201302468
101214161820
In trillions (USD)
Six Largest Economies by Share of World GDP – 2005 vs. 2011
Source: International Comparison Program (ICP)
17.1
14.9
6.4
4.83.73.5
49.6
U.S.ChinaIndiaJapanGermanyRussiaOther
22.5
9.7
7.0
4.64.33.5
48.4
U.S.ChinaJapanGermanyIndiaUKOther
Total 2005 World GDP: $55 trillion Total 2011 World GDP: $90 trillion
How do you make decisions about where to do business globally?
10 Global Risks of Greatest Concern3. Water Crisis
5. Failure of Climate Change Mitigation and Adaptation
6. Greater Incidence of Extreme Weather Events
8. Food Crisis
Corporate Climate Adaptation Opportunities: Building Resiliency around the Globe
ND-GAIN: Data to Inform Decision MakersRanking & country scores• 177 countries• 50 indicators• 17 years of data• 9 variables
ND-GAIN MatrixThreats and opportunities for country-level investment decisions
ND-GAIN Matrix
ND-GAIN Country Profiles Example: Brazil
ND-GAIN Sector-Specific Profiles Example: Infrastructure
China India
Notre Dame Global Adaptation Indexwww.nd-gain.org
Managing DirectorJoyce Coffee
Research & DevelopmentJessica HellmannNitesh Chawla
Emerging Markets Definition• Countries restructuring economies and growing along market-
oriented lines and offer wealth of opportunities in trade, transportation, technology transfers and foreign direct investment.
• Stand out due to some combinations of these characteristics: • Fast-growing economies, contributing great deal to world
trade growth • Regional economic powerhouses with large populations,
large resource bases and large markets• Transitional societies undertaking domestic economic and
political reforms• Emphasize infrastructure developments and improving
regulatory and social environments
Components of Emerging Markets Index (EMI)
Emerging Markets Framework: EMI Roadmap
China
USA
Germany Japan
France
UK
Russia
India
Italy Spain
NLHK
BE
Brazil
S. Korea
Malaysia
Canada
Mexico
Thailand
SIN
Poland
Indonesia
Turkey
Czech R.
Australia
Austria
Sweden Switzerland
Vietnam
Ukraine
Saudi A.
Iran
Argentina
Ireland
UAE
S. Africa
Philippines
Hungary
NorwayDenmark
Chile
Finland
Romania
Slovakia
Colombia
Pakistan
Israel
Greece
Portugal
Egypt
Ecuador
Kazakhstan
Peru
Nigeria
Morocco
Serbia
Belarus
Bangladesh
Algeria
Venezuela
Bulgaria
Iraq
Slovenia
New Zealand
Kuwait Qatar Oman
Lithuania
Croatia
Sri Lanka
Costa Rica Panama
Jordan
Kenya
Estonia
Guatemala
Latvia
Ghana
Uruguay
Dominican R.
Cambodia
Bahrain
Honduras
El Salvador
Nicaragua
Laos
Montenegro
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1
Bu
sin
es
s C
lima
te I
nd
ex
Market Potential Index
HIGH
HIGHLOW
LOW
Frontier Next
Frontier Now
Small Emerging
HIGH
HIGHLOW
LOW
Frontier Next
Large Developed
HIGH
HIGHLOW
LOW
Frontier Next
Large Emerging
HIGH
HIGHLOW
LOW
Frontier Next
Small Developed
The Market Potential Index is derived f rom the Transportation, Market Size and Market Growth Indices. The Business Climate Index is derived f rom the Economic Activity, Business Environment, Human Development and Infrastructure Indices.
Talent Management Panel Discussion
Moderator: Michael JacobsChief Logistics Officer, Keurig Green Mountain
Panelists:Mary Iazzetta
Director Global Strategic Sourcing, Verizon
Ye’ella Nir-RosinDirector Worldwide Logistics & Supply Chain, Eastman Kodak
Nada Sanders PhdIacocca Chair, Professor of Supply Chain Management,
Lehigh University
Renee UreVP Integrated Supply Chain, IBM
Talent Management Panel Discussion
Mary IazzettaDirector - Global Strategic Sourcing
Using Technology to Address Global Challenges
The best, most reliable networks in the industry
2013 revenues of $120.6 billion
96% of Fortune 1000 Companies rely on VZ services
More than 176,800 employees worldwide
2014 Priority: Our Customers, Every Day
Global Strategic Sourcing
Manages global sourcing activities for approximately $26B in annual spend
End-to-end supply chain performance Network and IT HardwareSoftware and ServicesGrowth of business relationships with diverse suppliersStrategic supplier relationships enterprise wide
One Centralized Global Strategic Sourcing
Organization
Global Strategic Sourcing Category Management
U.S & Canada Region
Asia Pacific Region
Latin America Region
Europe, Africa and Middle East Region
KODAK’s Extensive Supply Chain Meets Global Demand
Manufacturing & R&DDistribution NodeService Parts Hub
ROLE OF UNIVERSITIES IN PREPARING TALENTNADA R. SANDERS, PH.D.
IACOCCA CHAIR, PROFESSOR OF SUPPLY CHAIN MANAGEMENTLEHIGH UNIVERSITY
Most have a primary goal to prepare talent for a global economy
Two strategies: Curricular modifications (e.g. student exchanges, dual degrees,
content changes) Practical experience (e.g. internships abroad, co-ops)
Variations in degree of immersion, geographic specificity, and job matching
Challenge in assessment and standardizing outcomes
Supply Chain Execution: Manufacturing, New Products Introduction, Cross-platform Solutions Integration, Engineering, Supply/Demand & Inventory planning, Customized Solutions
Procurement: Production, General & Services Procurement, Procurement Process Outsourcing
Quote to Cash / Sales Support• Pre-Sales support (New 2013 Mission): Client proposals
and quotes, Solution Design, Order processing• Post-Sales support: Order Fulfillment, Contract
Administration, Accounts Receivable Asset Management Risk and Compliance Management Supply Chain Transformation and Analytics
Integrated Supply Chain (ISC)ISC supports all IBM lines of business providing the following:
Multi- National Towers Globally Integrated Enterprise Smarter Value Chain
About IBM Conducts business in 200+ countries ~400,000 employees globally (~25,000 in ISC) Works with ~100,000+ business partners Comprised of 5 business units:
ISC Global Transformation Journey
2013 Revenue
Wrap-up & Closing Remarks Michael Jacobs
Chief Logistics Officer, Keurig Green Mountain