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”
© 2014 GS1
▪
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
3
GS1 Global Strategy –Strategic Priorities
1
2
Mission/Vision
 Purpose & Beliefs
 Common Global Brand System
3
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
6
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
| 4
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
6
© 2014 GS1
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?
© 2014 GS1
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Contact Details
Greg Rowe
GS1 Global Office Director, Retail &
Foodservice Industry Engagement
Princeton, New Jersey
www.gs1.org