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WINNING GLOBALLY

WINNING GLOBALLY. Chair: Michael Jacobs Chief Logistics Officer, Keurig Green Mountain . Opening Remarks & Introduction. Michael Jacobs Chief Logistics Officer, Keurig Green Mountain . Going Global Case Study . Craig Simon President and CEO, FedEx Supply Chain . But I only

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WINNING GLOBALLY

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

  2. Opening Remarks & Introduction Michael Jacobs Chief Logistics Officer, Keurig Green Mountain

  3. Going Global Case Study Craig Simon President and CEO, FedEx Supply Chain

  4. But I only speak English. Why should I do business globally? What does it cost to source from another country? How does customer demand affect my sourcing decision? What is a frontier market? Who can sign contracts in Tunisia? How do I organize internationally? Which countries are most important? Is there sufficient infrastructure? What will the price of oil be next year? What are the regulations? Do they have paved roads? Where should I store my finished goods? What time is it in Sri Lanka? How does Colombia compare to Panama? How do I keep my products secure? Should I worry about FCPA? Should I use one operating system globally? Should I use a distributor or go direct? How do exchange rates affect profits? What is CTPAT? Is it safe over there?

  5. Brent Crude Oil Prices 1982–2014 2014: ~$109 2008: $145.61 1986: $8.75 Source: Trading Economics

  6. 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 Authorities

  7. World Trade Volume vs. Global Real GDP • 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 Source: CPB Netherlands Bureau for Economic Policy and Analysis, Economic Intelligence Unit, FedEx Corporate Economics

  8. “New Normal” Near Shoring Domestic Agenda Protectionism

  9. Impact of Global Trade • 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 Source: U.S. Department of Commerce, April 2014

  10. 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

  11. Value of World Merchandise Exports 2003-2013 Source: WTO

  12. Six Largest Economies by Share of World GDP – 2005 vs. 2011 Total 2011 World GDP: $90 trillion Total 2005 World GDP: $55 trillion Source: International Comparison Program (ICP)

  13. How do you make decisions about where to do business globally?

  14. 10 Global Risks of Greatest Concern 3. Water Crisis 5. Failure of Climate Change Mitigation and Adaptation 6. Greater Incidence of Extreme Weather Events 8. Food Crisis

  15. Corporate Climate Adaptation Opportunities: Building Resiliency around the Globe

  16. ND-GAIN: Data to Inform Decision Makers • Ranking & country scores • 177 countries • 50 indicators • 17 years of data • 9 variables

  17. ND-GAIN Matrix Threats and opportunities for country-level investment decisions

  18. ND-GAIN Matrix

  19. ND-GAIN Country Profiles Example: Brazil

  20. ND-GAIN Sector-Specific Profiles Example: Infrastructure India China

  21. Notre Dame Global Adaptation Indexwww.nd-gain.org Managing Director Joyce Coffee Research & Development Jessica Hellmann NiteshChawla

  22. 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

  23. Components of Emerging Markets Index (EMI)

  24. Emerging Markets Framework: EMI Roadmap

  25. Talent Management Panel Discussion Moderator:Michael Jacobs Chief Logistics Officer,Keurig Green Mountain Panelists: Mary Iazzetta Director Global Strategic Sourcing, Verizon Ye’ellaNir-Rosin Director Worldwide Logistics & Supply Chain, Eastman Kodak Nada Sanders Phd Iacocca Chair, Professor of Supply Chain Management, Lehigh University Renee Ure VP Integrated Supply Chain, IBM

  26. Talent Management Panel Discussion Mary Iazzetta Director - Global Strategic Sourcing

  27. Using Technology to Address Global Challenges

  28. Global Strategic Sourcing • Manages global sourcing activities for approximately $26B in annual spend • End-to-end supply chain performance Network and IT Hardware Software and Services Growth of business relationships with diverse suppliers Strategic supplier relationships enterprise wide • One Centralized Global Strategic Sourcing Organization

  29. Global Strategic Sourcing Category Management

  30. KODAK’s Extensive Supply Chain Meets Global Demand Europe, Africa and Middle East Region U.S & Canada Region Asia Pacific Region Latin America Region Manufacturing & R&D Distribution Node Service Parts Hub

  31. 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

  32. Integrated Supply Chain (ISC) ISC supports all IBM lines of business providing the following: 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: • 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 ISC Global Transformation Journey • Multi- National Towers • Globally Integrated Enterprise • Smarter Value Chain 2013 Revenue

  33. Wrap-up & Closing Remarks Michael Jacobs Chief Logistics Officer, Keurig Green Mountain

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