WINNING GLOBALLY Chair: Michael Jacobs Chief Logistics Officer, Keurig Green Mountain

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Transcript of WINNING GLOBALLY Chair: Michael Jacobs Chief Logistics Officer, Keurig Green Mountain

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WINNING GLOBALLYChair: Michael JacobsChief Logistics Officer, Keurig Green Mountain

Opening Remarks & IntroductionMichael JacobsChief Logistics Officer, Keurig Green Mountain

Going Global Case Study Craig SimonPresident 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 19822014Source: Trading Economics

1986:$8.75 2008:$145.61 2014:~$109 Export Trends for Top Markets

Exports from some of these countries have been slowing down since CY2010 (YOY% Total Export Value in USD)Source: IMF, National AuthoritiesWorld Trade Volume vs. Global Real GDP

Source: CPB Netherlands Bureau for Economic Policy and Analysis, Economic Intelligence Unit, FedEx Corporate EconomicsDuring the globalization of manufacturing, trade grew 2-3 times faster than GDPIn 2012 and 2013, trade volumes failed to grow at their historical rateSince the Great Recession, trade has been steadily improving but not at the prior paceNew NormalDomestic AgendaNear ShoringProtectionismImpact of Global TradeSource: U.S. Department of Commerce, April 201495% of Americas consumers live outside our bordersEvery $1 billion in additional exports supports approximately 5,000 U.S. jobsSince 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 2013U.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 2012Value of World Merchandise Exports 2003-2013Source: WTOSix Largest Economies by Share of World GDP 2005 vs. 2011Source: International Comparison Program (ICP)Total 2005 World GDP: $55 trillionTotal 2011 World GDP: $90 trillionHow do you make decisions about where to do business globally?10 Global Risks of Greatest Concern3. Water Crisis5. Failure of Climate Change Mitigation and Adaptation6. Greater Incidence of Extreme Weather Events8.Food Crisis

Corporate Climate Adaptation Opportunities: Building Resiliency around the Globe

ND-GAIN: Data to Inform Decision MakersRanking & country scores177 countries50 indicators17 years of data9 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

ChinaIndiaNotre Dame Global Adaptation Indexwww.nd-gain.orgManaging DirectorJoyce Coffee

Research & DevelopmentJessica HellmannNitesh Chawla

Emerging Markets DefinitionCountries 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 marketsTransitional societies undertaking domestic economic and political reformsEmphasize infrastructure developments and improving regulatory and social environments

Components of Emerging Markets Index (EMI)

Emerging Markets Framework: EMI Roadmap

Talent Management Panel DiscussionModerator: Michael JacobsChief Logistics Officer, Keurig Green Mountain Panelists:Mary IazzettaDirector Global Strategic Sourcing, Verizon Yeella Nir-RosinDirector Worldwide Logistics & Supply Chain, Eastman KodakNada Sanders PhdIacocca Chair, Professor of Supply Chain Management,Lehigh University Renee UreVP Integrated Supply Chain, IBM

Talent Management Panel DiscussionMary IazzettaDirector - Global Strategic Sourcing

29

Using Technology to Address Global Challenges

Talking points:The largest U.S. wireless company with the largest 4G LTE networkThe largest and fastest all-fiber network in the U.S.Global IP network reaches customers in more than 2,700 cities in more than 150 countries

30Global Strategic Sourcing

Manages global sourcing activities for approximately $26B in annual spendEnd-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

31Global Strategic Sourcing Category Management

U.S & Canada RegionAsia Pacific RegionLatin America RegionEurope, Africa and Middle East RegionKODAKs Extensive Supply Chain Meets Global DemandManufacturing & R&DDistribution NodeService Parts Hub35Role of Universities in Preparing TalentNada R. Sanders, Ph.D.Iacocca Chair, Professor of Supply Chain ManagementLehigh UniversityMost have a primary goal to prepare talent for a global economyTwo 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 matchingChallenge in assessment and standardizing outcomes37Supply Chain Execution: Manufacturing, New Products Introduction, Cross-platform Solutions Integration, Engineering, Supply/Demand & Inventory planning, Customized SolutionsProcurement: Production, General & Services Procurement, Procurement Process OutsourcingQuote to Cash / Sales SupportPre-Sales support (New 2013 Mission): Client proposals and quotes, Solution Design, Order processingPost-Sales support: Order Fulfillment, Contract Administration, Accounts ReceivableAsset ManagementRisk and Compliance ManagementSupply Chain Transformation and Analytics Integrated Supply Chain (ISC)ISC supports all IBM lines of business providing the following:

Multi- National TowersGlobally Integrated EnterpriseSmarter Value Chain

About IBMConducts business in 200+ countries~400,000 employees globally (~25,000 in ISC)Works with ~100,000+ business partnersComprised of 5 business units:ISC Global Transformation Journey

2013 Revenue39Wrap-up & Closing Remarks Michael JacobsChief Logistics Officer, Keurig Green Mountain

Chart1385511839625932143712022

SalesGlobal Technology Services39%GlobalBusiness Services19%

Sheet1SalesTechnology Services38551Business Services18396Software25932Systems and Technology14371Financing2022To resize chart data range, drag lower right corner of range.