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y^VwEt8*֞CGSOnZD+:Qifas] !iE" :^ڴǞYܪ'cV̅zJ:b\ s4 sC<Zf% azKVu@|u%ϯZ Gyw^VNhm&[Cշ>jm[TmA@Ԕ^ŭM:* vEC+MطJTݓkn,q+*}^/" gmqA <y @VAu#p@oqŸ7lE"AEt8ć!qw ^(()&-~WP7=BЏn$q;Ixm0EO{fͻ;6|kWռ|%"dU`h~= D/rz4TɯM>:Z[;yy:F=Q2h9XM²?kx$a1 }G.l[$3:Sq$O[m N̶>*u"< dͭ9DATm^)\V"FDaz;cP?P($M"ݢݰex*1lS&bUu*U0J9ص td^600U1^08[ EZ\\URQ8^K&5%QO2ʐd%<Z]+6i"@7dhP78Bw{#mTƕ2NYaaþ+aC=Rp`x#5ፙa>R8Ӕ谚WZcpP*jSC_9=R[Kԧ\$J/2(U݄~M4q _$uwU;_R>RFG[T'ACZU1Ҿܣ-as~v0t 6lqᖷӎ|޻!Qn1H.>ܔo)u| $6܁O?b%5( #S  ^Document Word.Document.80.Microsoft Word Document/ 0DTimes New Roman@| )0Y 0DArialNew Roman@| )0Y 0 DTimesNew Roman@| )0Y 00DWingdingsRoman@| )0Y 0@DMonotype Sorts@| )0Y 0PDCourier Newts@| )0Y 0 ` .  @n?" dd@  @@`` d\`0/2 05H  1!  ! ^u=B,+cH"/R G@#' c- 6G-(0 ?#$8Z"CeP9< o     2/F   >"5   '( ! U&H Z*+3&5 % '+    *R      #'' !"#$%&'() ,./5  -2,2$V=џAo^A+N C x1? wwwf3f33ff@3f3f g4dddd )0pppp@ <4BdBd 0D,<4dddd 0D,g4dddd )0p0p@ ppuʚ;2Nʚ;<4dddd 0h___PPT2001D<4X@v___PPT9XP 8?l XPresentation Slide Show - 12/17/99 - 5:50 pmO=February 2003tCreating Value through Strategic Supply Chain Partnerships &Natural Logic, Inc.:Creating value through strategic supply chain partnerships;;;  N Natural Logic, Inc. February 2003 Natural Logic, Inc. All rights reserved.2O"+O  - Natural Logic has been closely observing supply chain environmental practices and partnerships -- monitoring projects, benchmarking companies, and developing new initiatives for clients. Over the last three months, we interviewed senior EHS, Supply Chain and Sustainability executives across a broad range of sectors in order to learn more about perceived challenges and opportunities High Tech, Pharmaceuticals, Chemicals, Food and Beverage, Shipping, Forest Products, and Health care Qualitative rather than quantitative approach - looking for common themes and insights regarding major challenges and opportunities This report: contains an overview of our findings from these interviews, identifies some key implications, and proposes a potential approach to capturing the opportunity0Z<0Z20Z20Z2Z    )      0    5 ZThere is growing interest in the opportunity to significantly increase the business impact of environmental and social initiatives by focusing on key customer/supplier relationships. Provides a means to engage key decision-makers across the business This is being driven, in part, by powerful market trends that increase the attractiveness of a proactive approach to supply chain issues and opportunities. Increasing customer awareness of life cycle environmental and social impacts, creating demand for action  upstream along key supply chains. Regulatory trends creating more compelling case for action, e,g., product take-back, content requirements, etc. While most companies report that they still employ an ad hoc, reactive approach to supply chain partnerships, a few leaders are showing the way forward with more strategic approaches. Pro-active supplier partnership initiatives driven in part by EHS and/or sustainability issues. Systematic approaches to leveraging EHS/Sustainability skills and expertise to enhance customer relationships, build market share.0Z<CZ0Z<Z0Z<ZC  .  6 2A number of critical skill gaps and organizational barriers need to be overcome in order for more companies to take full advantage of strategic supply chain opportunities Supplier/customer relationships often confined to sales/procurement staff and processes Significant gap between people who understand issues/opportunities (e.g., EHS, Sustainability) and other relevant decision-makers Extreme complexity and fragmentation in many supply chains A well-conceived strategic partnership approach can address many of these obstacles and create significant value for suppliers/customers Systematic approach to identifying and developing new solutions that focuses on areas of greatest business leverage and environmental impact Expanded field of view: NOT  How do we improve our own performance? but RATHER  How can we develop the market positions of both companies? Taking advantage of broader company strategies and platforms for performance improvement Extended role for EHS/Sustainability: proactive advisor and member of customer account teams0Z<Z0Z2tZ] Z.-   Dramatically improve cost structure Lower direct costs, e.g., operations, procurement Lower indirect costs, e.g., permitting, disposal, insurance, lost time, etc. Reduced contingent liabilities, e.g., likelihood of a spill, lawsuit, etc. Significantly enhance brand-building and marketing efforts Address needs and perceptions of customers and other stakeholders Achieve superior product benefits Increased share and revenue growth Enhanced customer loyalty Leverage success to improve integration of business, environmental and social objectives Sr. mgmt. participation and support  Self-funding approachH$0 _22  _ Z;0 _2B _"0 _2= _Y0 _2< 0 _ $28&%;B  "  =Y<*#    :   Customers increasingly aware of life cycle impacts and holding companies accountable for activities across total value chain Overseas labor conditions (Nike) Global timber sourcing  sustainable vs. old-growth (Home Depot, Staples) Fair Trade movement Consolidation in retail channels creating more powerful leverage points for NGO/public action on environmental and social issues Consumer electronics, food/supermarkets, home improvement, office products, Wal-Mart At the same time, globalization and competitive trends in many industries creating need to deal with larger number of smaller suppliers who lack EHS/Sustainability values and infrastructure China and other emerging markets Extensive outsourcing/contract manufacturing in pharmaceuticals, high tech, apparel}0Z2Z0Z2UZ0Z2uZ{Uu  F        9   :Corporate environmental leaders represent significant market; many seeking support on environmental initiatives Growing number of major corporations committed to environmental and social responsibility initiatives in their business and supply chains 1400 members of Business for Social Responsibility, 160 members of World Business Council for Sustainable Development, 39 members of Global Environmental Management Initiative Many companies also committed to major greenhouse gas (GHG) reductions through voluntary climate initiatives World Resources Institute, Pew Center for Climate Change, CERES, World Wildlife Fund (WWF) and the US EPA Environmentally Preferable Purchasing (EPP) programs gaining significant momentum Universities, state and local governments Emerging as major sales differentiator in European market (q0Z2 Z  Zm  Zk  ZR0Z2*0Z2:Z0Z2qbBB mb[ b  B   R*:;  <# Regulatory trends in certain industries and regions are creating more compelling business case for action e.g., electronics product take-back and recycling requirements in the EU Kyoto process for GHGs Other emerging supply chain certification schemas  labor practices, ethical trading, CSR, etc  add cost and uncertainty to piecemeal approaches, e.g.:Lj0Z2`ZZj`*       >All companies have some form of process and tools for managing EHS/Sustainability aspects of supplier performance, usually with a basic compliance focus Environmental and social issues and concerns generally integrated into supplier screening criteria, quality audits, etc. Heavy focus on safety/risk issues Many companies also have  strategic partnerships in place with a small number of major suppliers, although EHS/Sustainability tends to play a very minor role Number of key relationships cited range from 1-2 to 100 Approaches to environmental and social issues generally described as reactive, focused on specific problems as they arise A small number of companies are developing more systematic, pro-active supplier partnership initiatives driven in part by environmental and social issues0Z2y0Z2"Z0Z2Z0Z2y"       . JHighly regulated products and production processes Relies on large number of small suppliers for critical inputs Lack EHS values and infrastructure taken for granted at larger companies Competitive trends in the industry have driven significant amount of outsourced production Further increases burden of communicating requirements and monitoring performance Therefore often significant investment just to achieve minimum acceptable EHS standards Several companies are therefore developing supplier certification systems in an attempt to reduce risk and simplify/standardize the process3Z>0Z2IZ[0Z2RZ0Z23>I[RK   Very few companies have formal processes for integrating environmental and social factors into customer relationship management, product development or marketing Where EHS/Sustainability experts do get involved, role is generally described as reactive or ad hoc It is up to the customer account team to involve EHS, which they tend to do only on an occasional basis in response to a specific customer request or issue At the same time, a growing number of institutional customers are asking for support on their environmental/social initiatives Retailers asking for OEM promotional dollars to be allocated to special environmental/social projects as part of contract re-negotiation Major magazine publisher requires each vendor to support at least one of their major environmental programs A few leaders have begun to develop more systematic approaches to leveraging EHS/Sustainability skills and expertise to enhance customer relationshipsz0Z2Z0Z2Z0Z2     LAd hoc, reactive approach taken by most companies almost ensures that opportunities will appear too small to warrant senior management attention and support Very few EHS/Sustainability organizations are taking advantage of broader company strategies and platforms for performance improvement Formal innovation processes Quality/Six Sigma Corporate Citizenship/CSR programs Most companies therefore feel they are leaving a substantial amount of unrealized value on the table Objectives generally defined in terms of  keeping out of trouble Therefore stronger on specific, risk-related and cost issues than on systemic issues such as design for environment or even waste management/prevention Very few companies have realized  and measured  direct customer/revenue benefits from their leadership positionsj$0Z2QZe0Z2MZ#QeM'   People within companies who see these issues and opportunities often lack resources and support to investigate and develop supplier/customer opportunities E.g., EHS/Sustainability typically perceived as support function Limited capacity in EHS/Sustainability at most companies impedes ability to extend role and drive pro-active approach For example, Product Stewardship often part-time focus of a single person, even at visible sustainability leaders Extreme complexity driven by fact that supply chain management (SCM) practices differ by region, business unit, and customer segment No device for prioritizing efforts - strains limited capacity Makes it harder to drive systematic approaches across corporation0Z2AZv0Z2rZ0Z2ZAvr      Highly fragmented value chains make it harder to initiate change in industries such as high tech/electronics and pharmaceuticals Diversity of incentives Greater need for complex coordination between partners and competitors Partnership-based strategies and management practices are newly emerging capabilities at many companies Relatively superficial contact at senior levels, even with key partners Sales force typically  owns customer R&D, production, etc. not involved in helping to serve them better Nobody gets full picture of customer needs and compromises Similarly, Purchasing often only department to have significant contact with suppliers Some get supplier help with R&D, production Very few enlist suppliers in business development and customer management0Z2_Zh0Z2HZ&0Z2~ZW0Z2vZ_hH&~W  v  8  Business opportunities looked at through lens of existing products, processes and customers Perception that vast majority of customers still not asking for it Challenge common to all innovation initiatives, not just environmental Often unclear whose job it is to drive innovation and change in this area Who s got the resources and how can they be leveraged to best effect? Chain of critical functions commonly not integrated Degree of difficulty further increased by current business conditions, with necessary focus on short-term performance improvement Heavy focus on cost-cutting vs. strategic investment risks  leaving money on the table \0Z2ZJ0Z2zZ0 " Z2X  Z\Jz"X "    .Develop systematic, proactive approach to identifying and developing new solutions and business models Get the right people in the room: convene broadly cross-functional teams to address common opportunities Ask the right questions: frame opportunities in terms of finding greatest mutual business value rather than solving a problem Focus on building relationships: approach as long-term, ongoing process rather than  one-off event  Go where the energy is  link environmental/social SCM and relevant corporate programs Existing supply chain initiatives (e.g., Customer/Supplier Discovery) Corporate Citizenship/CSR Safety/License to Operate/Business Continuity Quality/Six Sigma Innovation Major capital programs (e.g., construction/refurbishment of facilities, post-merger integration)`g0Z2LZY0Z2 ZgLY    Provide training and development opportunities to improve integration of environmental/social SCM and core business issues Train critical business functions (e.g., product development, customer account management, etc.) in environmental/social SCM and  life cycle thinking Identify opportunities for  cross-staffing of EHS/Sustainability and other core business functions  I need the equivalent of me in every business& challenging, questioning, looking at trends and opportunities and new markets&  Director of Sustainable Development, leading chemical manufacturer Expand field of view: include potential new businesses that could be created to capture supply chain opportunities, in part by studying existing cases for best practices and innovation seeds; e.g.: Chemical management services Logistics/supply chain solutions Outsourced waste site inspection and management{0Z2ZZC0Z20Z2nZ{C  mp  9! Focus!  on areas where you have significant leverage to drive change through the value chain Where you represent significant market share or percentage of spending Not overly constrained by regulatory/technology requirements, e.g. generic/shared inputs vs. specialized Focus!  on areas of greatest environmental  footprint /impact Assess relative magnitude and significance by using whole-systems, total life cycle approach (LCA) Assess relative urgency of action based on scientific, market and regulatory drivers|^0Z2Z?0Z2Z^6    bReview company strategy and current initiatives Market/sector priorities Value chain analysis Industry structure and economics Leverage points Key market trends Streamlined life cycle/footprint analysis Major flows/impacts Boundaries and interdependencies Overlay business/financial/environmental impacts Financial benefits Key leverage points for action0C*512/C*50    2c       ! "LAssessing ecological impact across the value chain can be highly complex...MM$M   #& so leverage  life cycle thinking and tools for effective 80/20 approachKK$K  Difficult to understand total footprint with existing tools and approaches Very complex  risks  analysis paralysis Data  scarce, uneven availability, imprecise Sensitivity analysis Apples & oranges Significant  per element  time and expense Streamlined life cycle analysis  i.e.,  life cycle thinking  is often sufficient Leverage intelligent stakeholder process to resolve boundary issues Class-based, qualitative & quantitative approaches e.g., Business Metabolics"!, The Natural Step"!  Good enough for folk music assessments Analyze for business decisions, not  academic studyKZZU0Z2wZ.Z)Z5ZKUw.)  5*     s  $ RBroad stakeholder engagement Structured interviews/brainstorming with key stakeholders to establish broad field of view Including community members, activists, researchers, NGO s, etc. Customer/supplier discovery process Team conducts  deep dive analysis of value chain economics Strategy/objectives, economics, compromises, etc. Convene  summit meeting to explore major opportunities for joint business development Senior management, cross-functional team, key customers/suppliers Incorporate stakeholder findings to draw participants out of their box Initiate regular working sessions Create business plan for 2-3 potential pilot initiatives to capture opportunities identified 0Z2[ZAZ$Z<Z2ZWZZ"Z]0Z2[A#    <2W"]  %&'()*+ Significantly enhance brand-building and marketing efforts Address needs and perceptions of customers and other stakeholders Achieve superior product benefits Increased market share and revenue growth Price premium Loyaltyx;0 _2B _"0 _2@ _;B"@  , Detailed pilot design Value proposition and key marketing messages Partner objectives, roles and commitments Success criteria (sales/share metrics, transferable learning, etc.) Timing and scope Operational requirements Tracking/monitoring Syndication of pilot design across relevant stakeholder groups Within company and partner organization External Implementation and launch Measure, assess, revise, repeat 2? 21 2 "?"1"" "     1HStrategic Supply Chain Partnerships Summary of key elements and benefits(I$$%3fI  Based on mature, proven supply chain  Discovery process& Leveraging existing skills and processes ..while adding new ecological/sustainability  Lens as powerful new source of innovation Looking at business through new eyes Identifying/brokering new product and market opportunities The key to creating new business value Platform to directly and immediately engage senior management Enable shorter decision cycles Rapid prototyping and quantitative validation Build business and brand value Increase market share, revenue, profit, brand loyalty Reduce environmental footprint, related risk factors:)Y%; 2'> 2M 2k:)Y%;'>  M  jX  =$ Natural Logic$ 3/8:>sxHH(Fg(HH(d'h   ` ̙33` ` ff3333f` 333MMM` f` f` 3>?" dd@(?" dd@  " @ ` n?" dd@   @@``PR    @ ` ` p> >  0 d(    6d  0<$  0  X Click to edit Master title style!!  F  0 <$ 0  RClick to edit Master text styles Second level Third level Fourth level Fifth level!    S    0 ``  F* Natural Logic, Inc. February 2003$ $$    0 `   X*   .  0 `   6 Slide # * www.natlogic.com&  *        # lA ?1?`  H  0޽h ? ̙33 Default Design 0 &(    0?: P   : V*      0x>:    : X*    d  c $ ?  :  0x@:  @ : RClick to edit Master text styles Second level Third level Fourth level Fifth level!    S    6dJ: `P  : V*      68O: `  : X*    H  0޽h ? ̙33  $(  $ $  fhY1 ?P   Y Z*      $  fY1 ?   Y \*     $ # lY1 ?`P  Y Z*     $ # lhY1 ?`  Y \*    H $ 0޽h ? ̙33l XPresentation Slide Show - 12/17/99 - 5:50 pm   D(   l  C \ @    C ( `  <$ 0  H  0޽h ? ̙33  800(    s *$.pp<$ 0    6 @@p x Introduction   $   H  0޽h ? ̙33  [S@(    6HJ @@p Summary of findings (I) $    BpK 0pp`<$ 0  H  0޽h ? ̙33  \TP(    6q @@p Summary of findings (II) $    Br 0pp0<$ 0  H  0޽h ? ̙33g  `(  l    ,$D 0   ` 1pp99?  \Desired Benefits  B  # lD1pp99?   6T3f P ,$D 0 eCustomer Partnerships  9  6Б  IStrategic supply chain partnerships What are they and why do they matter?<J $$%3f$3fJ    63f0 P ) ,$D 0 eSupplier Partnerships    BĎ  <$ 0  w    fI1?5PP ,$D 0 Create new offerings in partnership with business customers who also seek to leverage environmental and social leadership Design for Environment De-materialization Substitution New product/service modelsz0_20  Z 0 Z 0  Zy   4pP   f,1?Y PP `,$D 0 Catalyze introduction of supplier offerings that help both companies achieve significant business, environmental and social objectives Environmentally Preferable Purchasing Functional outsourcing Design for Environment Radical resource productivityN0_2r0  Zr  o R  C xZX3f1pp99? 0 p,$D 0 D  l  P   P ,$D 0   `  1pp99?P  cRepresentative Programs  B  # lD1pp99? P H  0޽h ?  yp ` (  ` = ` Zdֳֳ1 ? GExpanded supply chain or life cycle approach is critical starting pointH H$H  tl  Py  ` P y,$D 0p `  # lx?3f1pp99? Py |NGO/public stakeholders taking broad view of corporate impact& ???   `   `1pp99? y (Diverse impact categories& Conversion of wetlands Deforestation Degradation of marine habitat Greenhouse gases Air pollution and chemical emissions Soil degradation Water-born pollution Etc. & evaluated across entire value chain From materials extraction to product end-of-lifez0  1  %0 211  %1   0H l  P ` P ,$D 0h `  # l?3f1pp99? P t& leading many companies to do (or consider doing) the same;;;   `   f ?1pp99?  V   0H  `  # l1? 6 V0  cSupply Chain Management    B  `  # lDwww)? z B  ` B # lDwww)? i   `  # l1?' u  x,Design for Environment Life Cycle Management- - -  B  `  # lDwww)?  B  ` B # lDwww)?  `  # lHm1?0 F  kTraditional EHS operating focus       H `  C xzGI3f1? Gb ,$D 0 dMaterial Acquisition    r `  C xmGI3f1?% G  i Supplier Operations    "r `  C xGI3f1? G r" Inbound Logistics/ Packaging# # #  r `  C xGI3f1?lGN b Manu- facture    r `  C xGI3f1?G b Product In Use    r `  C xGI3f1?WG9 ` End of Life    #r `  C xHGI3f1?G s# Outbound Logistics/ Packaging$ $ $   `   f1? GB `  `D1?  GB `  `D1?G `  C x11?D  R V Supply Chain       `  C x 11?sR V Manufacturer       `  C xd11?wR RCustomer      B `  # lDwww)?D  B ` B # lDwww)?  + H ` 0޽h ? ̙33  l(  l l s * 1 pp0<$ 0 1 4 l 681  FMarket trends driving the need for more proactive, systematic approach:G $$-$G  H l 0޽h ? ̙33  SK(    s *@)1pp0<$ 0 1    6C1 @@0 d $    6  COther trends suggest significant rewards for those who get it rightD D$D  H  0޽h ? ̙33]      (       6XR1  8Other trends mean new pressures, costs and opportunities9 9$9     s *ppp<$ 0 1     ZH~gֳgֳ ?( ,$D 0 pGovernment UK Ethical Trading Initiative EU proposed Codes EU Parliamentarians demand US ISO CSR demand6  f "   g q  @`   Nlb1gֳgֳ? 8 ,$D 0 Intergovernmental Organisations UN Global Compact OECD Guidelines ILO Declaration of Principles & Laboour Stds APEC Business Code of Conduct , { | *m    J   N$gֳgֳ? ,$D 0 NGO Global Sullivan Principles SA8000 IRRC (FTSE 4 Good) Principles for Global Responsibility Open Trading Initiative International League for Human Rights - Human Rights Auditing Standards and Procedures Projects Amnesty International Human Rights Oxfam Campaign for  basic rights CERES Principles - SRIndex Global Reporting Initiative China PrinciplesB?  *K   0    No1gֳgֳ? <,$D 0 TAcademic Charter of Common Responsibilities in Business (University of Friborg)< Z1ZZ M *K       Nw1gֳgֳ? 8 r,$D 0 YIndustry Caux Round Table ICC Charter for Sustainable Development International Code of Ethics for Canadian Business Corporate Social Responsibility ICC Rules of Conduct on ICC GEMI Sustainability Development ,   *    H   0޽h ? ̙33*  `R(  ` ` s *1pp@<$ 0 1 h ` 6X1  `0 Looking  upstream : current state of supplier management initiatives,E D$E  H ` 0޽h ? ̙33  D< h(  h h 6X1 @p BExamples: proactive approach to supplier environmental performanceC C$C  l     h  ,$D 0 h # lx1?3f1pp99?  % lForest Products Manufacturer   h  `س11pp99?   VfInvolved in developing industry certification program for sustainable forestry practices (Sustainable Forestry Initiative) Includes Landowners Assistance Program to drive enhanced practices through highly fragmented supply chain of small producers Initially a response to downstream pressure through major retailers Home Depot boycott and emergence of Forest Stewardship Council Staples and Office Depot developing common paper procurement standards in response to more recent NGO pressure Now actively assessing opportunity to drive incremental sales/revenue|!0 Z2!0 ZD!0 Z20  ZF!0 Z2|DF4   0Hkl    h ,$D 0 h # lt1?3f1pp99? % dExpress Mail Company  j  h  `X11pp99?  EHS played significant role in driving long-term partnerships with key suppliers to co-design solutions in major impact areas Packaging: working with key suppliers to develop a re-usable letter package Transportation: deep supply chain engagement on more efficient vehicle design Efforts supplemented with selective NGO partnerships to leverage technical resources or establish standards for industry practice Initiatives justified in pure business terms, e.g. cost savings  little/no environmental positioning~!0 Z0  Z!0 Z2~ B?   0HkH h 0޽h ? ̙33(  P(    s *@1ppp<$ 0 1 "  6x1 @@h @Basic EHS compliance remains significant concern in some sectors.A( 2@$3fA  <  3 rh11?8,$D 0 fExample: Pharmaceuticals 3f  H  0޽h ? ̙33(  P(    s *1p<$ 0 1 f  61  ` Looking  downstream : current state of customer-focused initiatives,D C$D  H  0޽h ? ̙33  nf |(  | | 62 @@0 @Examples: systematic approach to enhance customer relationships A A$A  @l   0  |  0,$D 0  | # lp 2?3f1pp99?  U fChemicals Manufacturer   |  `1pp99?  0 Traditional EHS management and review process in place for 80-100 key strategic partners Product Stewardship program explicitly addresses issues  outside the company gates as well as in-house development and production Formal innovation process tackles such issues as sustainable packaging and sustainable materials for key customers Described as both proactive and reactive: roughly equal mix of ideas initiated by company itself vs. by its major customers Significant complexity created by need to tailor approach to different segments, e.g., construction, auto, pharmaceuticals, etc.>O0 Z0  ZOL   0Hkdl  0  | 0,$D 0  | # lp?3f1pp99? U fFood/Beverage Producer   |  `X(21pp99? 0 >4Company anticipates increasing customer demand for support on environmental objectives EHS issues increasingly seen as  influencer across all institutional segments Not yet a direct consumer issue, but company conducting tests for early signals Support takes different forms Financial contributions Provision of environmentally preferable packaging and refrigeration/dispensing equipment EHS also developing tool kit to make institutional sales force more effective Approach also designed to overcome current EHS capacity constraintsW0 Z0  Z0 Zr0  ZO0 ZD0  ZWrOD     0HkH | 0޽h ? ̙33  g_d(  d d s **2pp<$ 0 2   d 6,2 0 ;Summary: most organizations feel they have a long way to go< <$<  H d 0޽h ? ̙33  aYt(  t t s *52PP <$ 0 2  t 672 @@0 'Why is this so? Key obstacles cited (I),( $3f(  H t 0޽h ? ̙33  bZ @(  @ @ s *K2 <$ 0 2  @ 6\2 @@0 (Why is this so? Key obstacles cited (II),) $3f)  H @ 0޽h ? ̙33  c[0(    s *p2 <$ 0 2    6q2 @@0 )Why is this so? Key obstacles cited (III),* $3f*  H  0޽h ? ̙33  jb@x(  x x s *>2@<$ 0 2  x 6Ђ2 @@ 0What is to be done? Overcoming the obstacles (I),1 $3f1  H x 0޽h ? ̙33  kcPp(  p p s *2@P<$ 0 2  p 6ԙ2 @@ 1What is to be done? Overcoming the obstacles (II),2 $3f2  H p 0޽h ? ̙33  ld`(    s *2@  <$ 0 2   6<2 @@ 2What is to be done? Overcoming the obstacles (III),3 $3f3  H  0޽h ? ̙33% -%%%p""$(  l 0 "0,$D 0   f V?1pp99?0@ | Pilot selected program in specific market/segment Detailed pilot design Syndication Implementation planning Launch Use pilot to validate approach Measurable results20ZA10 12A     0H   # l2?3f1pp99?0@ v&Phase 3. Pilot Development and Launch'''      29gg?GBG1pp99??K D   r    Q9gg?GeG3f1pp99?? D   r    =9gg?GeG3f1pp99??a D       9gg?GBG3f1pp99??4 D   r    l9gg?GeG3f1pp99??* D   r   9gg?GeG1pp99?? D      ̹29gg?GBG1pp99??Z^M D   r   29gg?GeG3f1pp99??ZM D   r   (29gg?GeG3f1pp99??vZM D      fp21pp99?! C v*Significant new joint business development+++  R  3 r23f1pp99?    D    s *t23f ` GA potential approach to developing Strategic Supply Chain Partnerships*H $$$$H   l  !,$D 0  # lh2?3f1pp99?@ nPhase 2. Stakeholder Discovery  b   f 3?1pp99?@  Customer/Supplier Discovery Strategy/objectives Economic benefits Unmet needs/compromises Innovation opportunities Stakeholder dialogue Key issues and opportunities Business plan development  X   V      0H    f 31pp99?|! # 4Business plan for selected partnership opportunities555  R  3 rP23f1pp99?  D     29gg?GBG1pp99??q%  D   r   |29gg?GeG1pp99?? M D   B  ZD3f>?= |] |B   `D3f>? { |r   H39gg?GeG3f1pp99?? D  D    l   ,$D 0   # l3?3f1pp99?@ iPhase 1. Rapid Diagnostic