Internal Data Alignment: Learning From Best Practices - GS1

Internal Data Alignment:
Learning From Best Practices
How to Improve Your Current Business
and Prepare for Global Data Synchronisation
Results of the Internal Data Alignment Survey

ACKNOWLEDGEMENTS
Capgemini was able to conduct this study thanks to the full support and
leadership of the Global Commerce Initiative (GCI). In particular, we would
like to thank Nigel Bagley (Unilever), Jeremy Hollows (Carrefour) and
Natascha Pottier (GCI Project Management Office) for their efforts.
We also extend our thanks to all the retailers and manufacturers that provided
their valuable input for this study.
Special thanks also goes to the Capgemini team, led by Kees Jacobs,
which included Frank Smeets, Rob van den Elzen, Ard Jan Vethman, Ron
Johnson, Scott Merrill and Stephen Alvey.
May 2004 © Copyright 2004, Capgemini/Global Commerce Initiative

INTERNAL DATA ALIGNMENT:
LEARNING FROM BEST PRACTICES
How to Improve Your Current Business and Prepare
for Global Data Synchronisation
CONTENTS
Introduction: The Critical Role of Internal Data Alignment in the Supply Chain 4
Executive Summary 5
General Background and Scope of Internal Data Alignment Activities 8
Companies Provide Dedicated Focus on Data Alignment 8
Internal and External Triggers Drive Data Alignment Projects 9
Funding Comes From Corporate and Operating Companies 12
10 High-Level Sponsorship Is Critical 12
Making the Business Case for Data Alignment 13
Synergy Among Operating Companies Is the Preferred Approach 15
15 Accuracy Objectives Defined 16
“Getting Data Clean” and “Keeping Data Clean” 17
Initial Data Cleansing: “Get Your Data Clean” 18
Activities: Mapping, Checking and Aligning 18
Dedicated Resources Help Avoid Bottlenecks 19
Involved Departments: Ownership From the Business Side 20
Data Cleansing Takes Time 21
Structural Internal Data Alignment: “Keep Your Data Clean” 22
Activities and Timing: Data Alignment Is a Work in Progress 22
Impact on Processes Will Occur Across the Entire Business 23
Impact on the Organisation: Centralisation Is Key 25
Impact on Trading Partner Collaboration 27
Impact on IT Platform 28
Architecture 28
Product Information Management (PIM) 29
Workflow 30
Corporate vs. Operating Company Solutions 31
Impact on Data Standards 32
Best Practices in Action: Internal Data Alignment Case Studies 33
Manufacturer Case Example: SCA Hygiene 33
Retailer Case Example: Delhaize 34
Conclusion: How to Make Internal Data Alignment a Reality 35

INTRODUCTION
The Critical Role of Internal Data Alignment in the Supply Chain
Accurate and consistent item data is the cornerstone
for an efficient, collaborative supply chain. It affects
every aspect of the business (including sales,
buying/merchandising, supply chain and finance). If
the data quality is poor, initiatives like Global Data
Synchronisation (GDS) and Electronic Product
Code/Radio Frequency Identification (EPC/RFID) will
not fully deliver the promised benefits. Many retailers
and manufacturers today are faced with major issues
regarding their internal data integrity. Apart from the
fact that this creates business inefficiencies, the big
danger is that all these collaborative initiatives will only
lead to an acceleration of the problems resulting from
poor data quality.
About the Data Alignment Research
To examine the state of data alignment in the retail and consumer
products industry and identify best practices, the Global
Commerce Initiative (GCI) and Capgemini surveyed a worldwide
audience of retailers and manufacturers. The survey contained
30 questions inquiring about the strategies, practices and learnings
of these companies regarding Internal Data Alignment.
The questionnaire resulted in strong response, both qualitative
as well as quantitative. All of the participating companies are
dealing with Internal Data Alignment activities. In a number of
cases Capgemini conducted subsequent interviews.
In total 39 companies provided feedback: 17 retailers and 22
manufacturers. These companies represent a balance of geographical
coverage:
• 34% of responding companies (primarily manufacturers)
have a truly global spread
• 40% of companies have their origin and predominant base
in Europe
• 20% of companies have their origin and predominant base
in North America
• 3% of companies are based in Asia Pacific
• 3% of companies are based in South America
Responses were received from both corporate headquarters as
well as local operating companies.
The good news is that many retailers and manufacturers
are addressing this issue. The learnings from these
companies will be valuable for other retailers and
manufacturers that are struggling with this issue or
have yet to address it.
Capgemini has studied and analysed a number of best
practices in the area of data alignment. On the following
pages, we present the findings of this work and
provide practical takeaways for retailers and manufacturers.
Retailers that provided input included (amongst others)
Ajinomoto, Big Food Group, Carrefour, Coop Italia, CVS,
Delhaize/Food Lion, The Home Depot, Hudson's Bay, METRO
Group, Royal Ahold, Tesco and Wegmans.
Participating manufacturers included (amongst others) Allied
Domecq, Georgia-Pacific, Gillette, Groupe Danone, Heineken,
Heinz, Johnson & Johnson, Kraft Foods, Masterfoods, Nestlé,
Procter & Gamble, Reckitt Benckiser, Sara Lee, SCA Hygiene
and Unilever.
All responses were analysed anonymously.
This Internal Data Alignment study is a follow-up to “The Case
for Global Standards: Creating the Business Case for Global
Data Synchronisation in Your Company” (October 2002) and
“The Implementation Roadmap for Retailers and Manufacturers”
(May 2003), which were developed and published by the Global
Commerce Initiative and Capgemini. The business case report
provides the background and business rationale for adopting
global standards and Global Data Synchronisation and addresses
the implications of implementation. The roadmap provides an
implementation framework of activities, milestones and critical
success factors. Internal Data Alignment is an important enabler
in this roadmap. This current report provides a more detailed
focus on this subject. The business case and data alignment
reports are available online at www.capgemini.com/GCIcase
and www.gci-net.org.
4

EXECUTIVE SUMMARY
Accuracy and consistency of product data are lacking at
both retailers and manufacturers. In fact, our research
found that more than half of the items in company systems
contain incorrect data (for example, wrong values
and duplicate or obsolete entries). Internal Data Alignment
is about improving this situation, by having the
product data across the various business systems consistent,
complete, accurate and available in a timely
manner.
Three main factors have caused the current situation:
• People: Ownership of data is unclear; business
employees often do not take responsibility for it;
and the people who do care about data quality
don’t get rewarded for it.
• Processes: Managing accurate and consistent
product information has cross-functional impact
(e.g., involving supply chain, buying/
merchandising, sales/marketing), but there are no
true cross-functional processes defined for this.
Product information is mostly managed by means
of fragmented processes.
• Technology: Product information currently resides
in various systems in different formats with
different rules and standards, used by different
parts of the organisation.
This situation has a significant business impact on
retailers and manufacturers. For example, it has caused
a number of inefficiencies, like duplicative and manual
re-entry of data. Considerable effort is needed to manually
“clean” and align the data from various sources.
This also causes incorrect orders and invoices (and the
subsequent corrective actions) and long lead times for
data recording. At the end, it has a negative impact on
consumer satisfaction as well, due to problems such as
out-of-stocks that directly stem from inaccurate data.
In addition, this prevents adequate collaboration
between retailers and manufacturers. Without Internal
Data Alignment, for example, Global Data
Synchronisation (GDS) will definitely not improve
business performance and will, in fact, magnify the
negative impact of poor quality data. What’s more, collaborative
initiatives such as those included in Efficient
Consumer Response (ECR) and Collaborative Planning,
Forecasting and Replenishment (CPFR) will not be economically
deployable on a wide scale without the consistently
accurate and available information that will
result from an Internal Data Alignment program.
Finally, the use of new enabling technology such as
EPC-enabled RFID tags, which will provide previously
unimagined visibility across the supply chain, simply
will not bring their promised benefits unless they are
built on a foundation of quality information.
This is not just a manufacturer issue. Retailers and
manufacturers alike are impacted by this industry
problem. This is not just a manufacturer issue. Retailers
depend on the accuracy of the data that is provided by
their manufacturers. But in turn, these manufacturers
depend on the retailer’s ability to embed this data consistently
in their systems.
A fair number of retailers and manufacturers have identified
the need to address their Internal Data
Alignment. Most of these companies are still working
on this. Their experiences provided some interesting
takeaways for companies that are about to embark on
this journey.
An important finding was that nearly all companies
have been able to achieve executive commitment and
proactive involvement from the business side of their
operations. This is definitely not something only for IT
and data management; business departments such as
supply chain, buying/merchandising and sales/marketing
need to take ownership of this issue.
5

Most companies defined a dedicated project for
Internal Data Alignment as opposed to embedding this
in another project like ERP implementation. The message
is clear: Have a dedicated project focus and make
dedicated business resources available.
The research also examined the triggers that have led
retailers and manufacturers to assign dedicated projects.
Although a combination of internal and external
factors play a role in these decisions, it is clear that
external business needs, such as GDS, are a crucial
driver for internal alignment activities.
A Two-Step Approach to Data Alignment
Internal Data Alignment is a two-step process. First, it
is about “getting data clean,” as an initial, one-time
activity to clean up the current inaccuracies. Secondly,
it is about “keeping data clean” – ensuring that the root
causes of data inaccuracies are addressed in a permanent
manner. It is clear that the only way forward is to
conduct both steps.
The retailers and manufacturers working on Internal
Data Alignment strongly believe that this will bring
them tangible benefits. It is recommended that companies
build a business case before starting, and define
and track concrete KPIs (key performance indicators).
Getting data clean is about mapping, checking and
aligning data, which is a manual, labour-intensive
effort. This will take most companies between six and
12 months to accomplish.
Keeping data clean is about aligning processes, organisation,
standards, IT solutions and trading partner collaboration.
This will take most companies at least two
years to develop, implement and, most importantly,
institutionalise these changes.
It is important to acknowledge that Internal Data
Alignment will impact nearly all business processes and
the entire organisation. Adequate product information
management processes, with clear roles and responsibilities,
need to be defined. This issue is largely about
people and their behaviour. Responsibility and ownership
among business employees is critical. Performance
measurements and reward structures need to be taken
into account as well.
Centralisation of data management activities is
inevitable. Although basic responsibility for data quality
lies with the business side, centralised coordination,
guidance and support are essential to guarantee, control
and maintain a consistent set of accurate data. The
level of centralisation may be different per situation (for
example, in some cases on a country level, and in other
cases on a regional or even global level).
Technology Plays a Key Role
Of course, technology is a major enabler for Internal
Data Alignment. Nearly all companies participating in
the study indicated that data alignment will have a
major impact on their current IT landscape. The most
important technology aspects are about Product
Information Management (PIM) solutions as a “single
source of truth” and workflow to support the item
management processes.
A majority of companies have seen the need to implement
a separate PIM solution. These solutions act as a
“spider in the web,” containing the accurate and consistent
set of master data, to be fed and used by the
various functional business applications. This central
catalogue also acts as a gateway for external data synchronisation
(GDS). These solutions are tightly coupled
with workflow support that seamlessly connects all
functional business owners, guiding them in their data
responsibilities.
6

The retailers and manufacturers participating in the
research indicated that successful implementation of
data alignment requires an optimal mix of corporate as
well as operating company-specific activities and solutions.
Nearly half of all respondents have a corporate
programme in place (or are in the process of doing so).
While many companies indicate a desire to have a corporate
solution rolled out across all operating companies,
they note that this may take time to implement
and they will therefore continue to work with some
localised solutions.
Internal data standards are the cornerstone of Internal
Data Alignment, according to most retailers and manufacturers.
Nearly all companies use the GCI-endorsed
EAN•UCC standards as the basis for their internal
standards. Most of them, however, still have work to
do to reach 100% alignment.
Making Data Alignment Happen
Based on their experience, retailers and manufacturers
offered a number of key recommendations to successfully
implement Internal Data Alignment:
• Establish executive sponsorship, business
ownership and a mixed team of dedicated
resources.
• Start with “getting data clean” through mapping,
checking and aligning.
• Define the case and roadmap for setting up a
structural improvement (“keeping data clean”),
involving process changes and IT solutions.
• Make it part of your trading partner collaboration,
particularly in areas such as GDS.
• Use GCI-endorsed EAN•UCC global standards as
the basis for your own internal standards.
7

GENERAL BACKGROUND AND SCOPE OF
INTERNAL DATA ALIGNMENT ACTIVITIES
Companies Provide Dedicated Focus on Data Alignment
A vast majority of retailers and manufacturers have defined data alignment activities with a dedicated focus. Only a
small portion indicated that they take this up as part of another project (for example, an ERP implementation).
Have you defined (a) dedicated project(s) to achieve Internal Data Alignment within your company?
Part of projects
14%
13%
Manufacturer
Retailer
Dedicated
86%
87%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Source: Capgemini
Representative retailer responses:
• “We defined one project oriented to external data
alignment and more projects oriented to Internal
Data Alignment.” (European retailer)
• “There is an overarching plan for alignment at the
corporate level. Below that, there are specific
projects targeted to achieve internal alignment for
Merchandising, Finance, Services, etc.” (North
American retailer)
Representative manufacturer response:
• “This has been a two-step process. The first step
delivered a structural change. Previously, we had a
‘distributed services’ model (e.g., data management
in each country/operating unit). We now have a
‘shared services structure’ (e.g., single, global,
centralised data management). Step two was the
establishment of a global Data Quality
Improvement Team. This team is made up of Sales,
Product Supply, Customer Service and IT personnel.”
(global manufacturer)
8

What is Internal Data Alignment?
In the context of this study we use the following
definition of Internal Data Alignment: Internal Data
Alignment means that all master data regarding
trade items in all business systems within your
company (and across operating companies) is:
Internal and External Triggers Drive Data
Alignment Projects
So what has triggered these retailers and manufacturers
to assign projects with such dedicated effort? A majority
indicated that they are driven by both internal and
external triggers, although most retailers reported that
the projects were more likely to be triggered by internal
factors.
• Complete – all required values are
electronically recorded
• Consistent – no different attribute values in
different business systems
• Accurate – the right values at the right time
• Available – the data can be deployed without
manual interference
• Time stamped – the validity timeframe of the
data is clear
Takeaway: Have a dedicated project
focus on achieving Internal Data
Alignment.
9

Takeaway: External business needs
(e.g., GDS) are a critical driver for
internal alignment activities.
What were the main triggers for your data alignment activities (internal and/or external triggers)?
Retailer
Internal
External
Both
53% 47% 57%
Manufacturer
29%
14%
Internal
External
Both
Source: Capgemini
Representative retailer responses:
• “External trigger: get item data from suppliers more
efficiently, timely and correctly. Internal trigger:
deliver and share data about products, suppliers,
agreements, assortments, promotions, purchases,
sales both among company internal functions and
among companies in the group.” (European
retailer)
• “The primary trigger was a realisation that the
current data structures and the inconsistency of the
data within those structures could not support the
strategic direction in which the organisation was
headed.” (North American retailer)
Representative manufacturer responses:
• “Need for harmonised business processes,
standardised data structures, and to reduce the
number of existing data catalogues (from many
to one).” (global manufacturer)
• “Global consolidation of our customers and
suppliers. Internal pressure to improve our
business processes, reduce duplication of effort
and increase efficiency and thus shareholder
value.” (global manufacturer)
10

How Accurate Is the Current Product Data?
To quantify the scope of the data quality problem, UK-based UDEX analysed all new products, both consumer units
(eaches) and traded units (cases) processed by its UK Quality Assurance service during the months of November
and December 2003. The analysis was restricted to a subset of 17 attributes that are part of the GCI-endorsed
EAN•UCC Global Data Dictionary (GDD).
The analysis found that half of the consumer units were incorrect and one-third of traded units were inaccurate.
Nearly three-quarters of suppliers of consumer units had incorrect items and 57% of suppliers of traded units had
errors.
What percentage of the items are inaccurate?
Consumer Units
Traded Units
Percentage of Incorrect Items 51% 34%
Percentage of Suppliers with Incorrect Items 72% 57%
Source: UDEX
From all incorrect items a breakdown was made for the different attribute types where these inaccuracies occurred.
Among consumer units, the greatest percentage of inaccuracies were found in the areas of “weight/volume actualon
pack” and “product range.” Among traded units, inaccuracies were highest with regard to “pallet height” and
“pallet gross weight.”
Breakdown of inaccuracies by attribute type
Consumer Units
Traded Units
Attribute Type
%
Attribute Type
%
Product Dimensions
11%
Product Dimensions
18%
Weight/Volume Actual - On Pack
28%
Product Gross Weight
6%
Number in Pack - Actual
16%
Pallet Configuration
16%
Product Range
28%
Pallet Height - mm
27%
Sub-Brand
17%
Pallet Gross Weight - kg
31%
Total
100%
No. of Consumer Units in Traded Unit
2%
Source: UDEX
Total
100%
11

Takeaway: Have a mix
of corporate, business
and IT funding for data
alignment activities.
Where did the funds for Internal Data Alignment activities come from?
Retailer
28%
36%
IT
Business
Corporate
Manufacturer
27%
30%
IT
Business
Corporate
36%
43%
Source: Capgemini
Funding Comes From Corporate
and Operating Companies
Another interesting topic is the funding of activities:
Who is/are the financial sponsor(s)? In most cases there
is some kind of combination of corporate and operating
company funding. Also, a common practice is to
use both IT funding and business funding.
Interestingly, the portion of business funding is larger
at manufacturers – probably because the commercial
business operation feels stronger external pressure from
retail customers.
Representative retailer responses:
• “Funding by the Business-IT budgets and priorities
are driven by business strategies and requirements.”
(North American retailer)
• “It started corporately but now resides in IT and
business-to-business.” (North American retailer)
Representative manufacturer responses:
• “Mainly, the budget for these activities is managed
by the IS/IT department, even if business functions
did provide (and are providing) people to achieve
the project goal.” (global manufacturer)
• “Shared costs between Sales and IS.” (global
manufacturer)
High-Level Sponsorship Is Critical
It is clear that in most cases these projects have highlevel
executive sponsorship.
Representative retailer responses:
• “Co-sponsored by President, SVP Merchandising,
CIO.” (North American retailer)
• “CEO, VP of Global B2B.” (European retailer)
• “Senior Vice Presidents of the various category
management and supply chain areas.” (North
American retailer)
Representative manufacturer responses:
• “Our worldwide CEO and the Executive Board.”
(global manufacturer)
• “IT and value chain and commercial at the highest
levels of the organisation (CEO, CIO, etc.).” (global
manufacturer)
Takeaway: Make sure there is proactive
board-level commitment behind
Internal Data Alignment projects.
12

Making the Business Case for Data Alignment
There is an interesting difference between retailers and manufacturers when it comes down to making a
business case for structural Internal Data Alignment. A majority of manufacturers have made a business case analysis,
but this is not true for most retailers.
Did you make an upfront business case for Internal Data Alignment?
Retailer
Manufacturer
Yes
Yes
7%
50%
43%
No
Not yet / planned
12%
24%
65%
No
Not yet / planned
Source: Capgemini
Representative retailer response:
• “No, our executives saw the value and initiated the
project.” (North American retailer)
Representative manufacturer responses:
• “Our business case has been made globally.” (global
manufacturer)
• “We made a business case for data synchronisation
in general and one of the criteria was quality and
speed of data. For data alignment we used the case
with a retail partner.” (global manufacturer)
Takeaway: Build a business case
before starting.
13

Takeaway: Internal Data
Alignment will bring tangible
business benefits.
The major benefit areas that were mentioned included a number of concrete business benefits (for example, savings
in supply chain, sales, merchandising, etc.).
Representative retailer responses:
• “50% of the potential savings are in supply chain,
30% in store operations and 10% in each
merchandising and accounting.” (North American
retailer)
• “Shorter times to get data. Reduced manual and
data entry activities. Reduced time to deliver data.
Reduced number of exceptions vs. business rules.”
(European retailer)
• “Agility in the operational environment; consistent
answers to business questions across applications.”
(European retailer)
• “We are moving to an exception-based, actionoriented
view of data that is KPI driven with store
metrics, vendor metrics, merchandise and
merchandise movement, and customer metrics. So
our KPI for data alignment is the value of the KPIs
that come out of it.” (North American retailer)
Representative manufacturer responses:
• “Reduced costs of internal alignment, better
management information, cost of staying in
business – trading with external partners.” (global
manufacturer)
• “Correct products ordered and delivered on time at
the correct price. Improved management decisions
based on reliable and timely information. Reduction
of non value-added administrative work. Efficiency
and effectiveness of business processes thanks to
better quality data. Leveraging our purchasing
power thanks to standardised data.” (global
manufacturer)
• “Possibility of decreasing the number of external
connections to data pools. Reporting capabilities at
international level. Improvement of intercompany
processes. Workload in data management. Data
accuracy.” (global manufacturer)
14

Synergy Among Operating Companies Is the Preferred Approach
Most companies indicated that they are looking for synergies among their operating companies around Internal
Data Alignment.
Synergistic approach of data alignment activities vs. separate activities/approaches per
operating company
Per operating
company
24%
29%
Manufacturer
Retailer
Synergistic
76%
71%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100 %
Source: Capgemini
Representative retailer responses:
• “We have a synergistic approach for all our national
and international distribution lines.” (European
retailer)
• “While there are some separate activities across the
operating companies, overall it is a synergistic
approach.” (North American retailer)
Representative manufacturer responses:
• “Synergistic approach defined globally,
implemented through the regional support centres
and markets.” (global manufacturer)
• “We have aggressively focused on a synergistic
approach by single sourcing data across product
lines, operating companies, geographies and
applications.” (global manufacturer)
Takeaway: Take a synergistic
approach to data alignment across
your operating companies.
15

Takeaway: Define your
data quality objectives and
measures.
Accuracy Objectives Defined
Many companies have defined (or are working on) quantitative measures regarding their data accuracy
objectives. Manufacturers appear to be ahead of retailers in this respect, as demonstrated by the fact that
they may be pushed to provide clean data to their retailer customers.
Have you defined clear objectives (regarding completeness, consistency, accuracy and
timely availability?)
Yes
47%
67%
No
33%
53%
Manufacturer
Retailer
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Source: Capgemini
Representative retailer responses:
• “A supplier is complete if more than 95% of their
data is in sync with us…we have other measures as
well.” (North American retailer)
• “All data is supplied electronically to our item
management system. Attributes have consistent
meaning throughout all systems. Data from the
supplier should be accurate and is date/time
stamped. Online review and approval is required at
some points in the workflow process from point of
introduction to final acceptance of product data”
(North American retailer)
Representative manufacturer responses:
• “We have defined data quality objectives. Examples
include: percentage of products within tolerance on
weights and dimensions (accuracy), adherence to
release dates (timeliness), adherence to global
standards (consistency), number of critical supply
chain incidents, etc. We are somewhat limited by
our measurement systems so we have a variety of
measures across our geographies. However, they all
tend to be similar in nature.” (global manufacturer)
• “We are still developing the objectives in this area.
Trying to balance the theory of what we should do
with the practicality of what we can do.” (global
manufacturer)
16

Takeaway: Focus on both “getting your
data clean” as well as on “keeping your
data clean.”
“Getting Data Clean” and “Keeping Data Clean”
There is a difference in approach between “initial data cleansing” (which is about getting a cleansed set of data)
and more structural “Internal Data Alignment” (which is about assuring you can keep your data clean in the
future). A majority of companies acknowledge this difference and indicate that they are/will be working on both.
These two approaches are analysed in more detail in the following section of the report.
Has your focus been on both “initial data cleaning activities” and “structural Internal Data Alignment
improvements” (or only one of these)?
Retailer
15%
Data cleaning
Data alignment
Both
Manufacturer
15%
Data cleaning
Data alignment
Both
15%
85%
70%
Source: Capgemini
Representative retailer response:
• “Both on initial cleaning activities and Internal Data
Alignment.” (European retailer)
Representative manufacturer responses:
• “Both are handled. Data cleansing has an internal
priority and procedures will be installed to keep
data clean. Structural Internal Data Alignment
today has different approaches per region.” (global
manufacturer)
• “It has been on both. There is no point in doing
data cleansing if you do not put new processes in
place to maintain it.” (global manufacturer)
17

INITIAL DATA CLEANSING:
“GET YOUR DATA CLEAN”
Activities: Mapping, Checking and Aligning
The activities that both retailers and manufacturers
conducted to clean up their current set of product data
were quite similar for the most part. Common activities
include mapping of internal and external data conventions,
checking of data records (obsolescence, duplication,
correctness) and aligning of data in different systems.
Representative retailer responses:
• “As a retailer, we are cleaning our data supplier by
supplier as they send us their data via UCCnet. We
are currently working with approximately 200
suppliers.” (North American retailer)
• “Referring to stated business rules, build utilities to
monitor and check data in the company
information system; point out and list exceptions.
Submit exceptions to business functions
responsible for getting and managing information
about each main business entity.” (European
retailer)
Representative manufacturer responses:
• “Mapping to EAN•UCC GDD, to current
retailer/data pool requirements, within ERP
systems. Decide how to consistently handle
physical hierarchies within ERPs. Standardise
information required for intercompany processes.
Some activities had been done in the past to
standardise and clean sales information reported at
international level.” (global manufacturer)
• “Data cleansing initiative: all markets and
businesses to cleanse their data in current systems
in terms of obsolescence, duplication, completeness
and correctness, for an agreed minimum scope, and
to implement data management best practices to
sustain data quality after cleansing.” (global
manufacturer)
• “We performed an initial assessment of where data
is used and how important its accuracy is. We then
prioritised the cleansing of data based on business
importance.” (global manufacturer)
Takeaway: Data cleansing is all about
mapping and checking.
18

Dedicated Resources Help Avoid Bottlenecks
Data cleansing is obviously not an easy task and bottlenecks are likely to occur. The bottlenecks most often mentioned
included the non-usage of standards, the inflexibility of current IT landscapes and the lack of required
resources and time.
Representative retailer responses:
• “A lot of suppliers don’t use standards (GLN and
GTIN).” (European retailer)
• “The primary bottleneck is that more than 50% of
the data we receive from our suppliers is errant.”
(North American retailer)
Representative manufacturer responses:
• “Dimensions of traded items. Availability of local
resources to actually measure the products and
clean the files. Weight of historical processes,
working more or less correctly in an internal, local
environment. Variety of retailer/data pool
requirements. Repalletising process.” (global
manufacturer)
• “Main difficulties are with products which are
conditioned or managed differently according to
sales channel (e.g., assorted boxes or single product
boxes, different management of size/color, etc.).”
(European retailer)
• “The primary bottlenecks revolve around the
ongoing support of legacy systems while
implementing new systems. Tightly coupled to this
are the inherent ‘keep doing it the way we always
have’ thought processes.” (North American retailer)
• “Interest in the business (initial ‘ownership’ issue,
involvement of business resources), time, time,
time and resources.” (global manufacturer)
• “Lack of a ‘single version of the truth’ as a starting
point, and the need to cleanse impacted up and
downstream systems.” (global manufacturer)
Takeaway: Assign the right resources with
dedication to data cleansing.
19

Takeaway: IT and data management are
important facilitators, but business should
take real ownership of data cleansing.
Involved Departments: Ownership From the Business Side
Primary involvement in data cleansing at most companies comes from data management (especially at retailers) and
information systems (especially at manufacturers). On the business side, supply chain and sales and marketing are
mostly involved.
Who has been involved in data cleansing activities?
Source: Capgemini
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
83%
Data management
68% 68%
33%
Information systems
R&D / Product development
0%0%
42%
63%
17%
11%
Supply chain
Finance & accounting
47%
0% 5% 25%
25%
HRM
Sales & marketing
Buying
17%
0% 0%
Merchandising
0%
32%
Production
0%0%
Store
Retailer
Manufacturer
Representative retailer responses:
• “Primarily data alignment people but they draw on
the experts in merchandising, distribution,
accounting, etc., as necessary.” (North American
retailer)
• “Our purchase company, the buying and data
management department.” (European retailer)
Representative manufacturer responses:
• “Data owners from multiple product lines, data
managers, IT organisation and impacted
downstream system users.” (global manufacturer)
• “Mainly IS/IT people were involved for automatic
tools development and management, for checking
and coordination of user activities, but people from
the business (i.e., customer service, HR, factories)
have also been involved.” (European operating
company of global manufacturer)
• “We view data integrity as ultimately a commercial
responsibility supported by resources from IS and
supply. If it is not owned by the business you will
never be able to sustain ongoing data integrity.
Holding the local business responsible for their
own data is absolutely fundamental to data
integrity.” (global manufacturer)
20

Takeaway: Expect initial data cleansing
to take at least between six and
12 months.
Data Cleansing Takes Time
Initial data cleansing takes considerable time and effort. Most companies are still in the process or do not yet know
how long it will take. On average, most companies with experience indicated that it has taken them between six
and 12 months.
How long did it take you to clean up your data?
70%
67%
60%
50%
40%
30%
38%
Retailer
Manufacturer
20%
10%
0%
13%
19% 19% 19%
0%
< 6 months > 6 months <
12 months
7%
> 12 months <
24 months
13%
5%
> 24 months Unknown /
ongoing
Source: Capgemini
Representative retailer responses:
• “Three years and counting…but as a retailer, we are
at the mercy of our suppliers.” (North American
retailer)
• “Up to 30 days for each supplier.” (European
retailer)
Representative manufacturer responses:
• “Approximately one year to date, still ongoing, and
fully expect to identify additional requirements,
especially as we aim to grow our GDS capabilities.”
(global manufacturer)
• “About one year of elapsed time for the first cleanup,
performed by users already in charge without
critical impact on current activities, with a
minimum of technical support (four people parttime,
about 30% six months = nearly 1.5 FTE).”
(European operating company of global
manufacturer)
• “Half year for 480 SKUs and 40 attributes. We
calculate with 1.5 hours per SKU.” (global
manufacturer)
21

Takeaway: Start now, since data
alignment will probably take you at least
two years.
STRUCTURAL INTERNAL DATA ALIGNMENT:
“KEEP YOUR DATA CLEAN”
Activities and Timing: Data Alignment Is a Work in Progress
Achieving structural data alignment encompasses a
broad range of activities involving a variety of people,
processes and technologies. The retailers and manufacturers
in this study said they are addressing:
• Data management processes
• Data management organisation
• Data management IT solutions
• Collaboration with trading partners
• Standardisation
It is clear that for most companies this is still a work in
progress. All of the respondents indicate that achieving
structural data alignment takes much longer than “just”
initially cleansing the data.
Most companies indicate that they don’t know how
long data alignment will actually take. Among the
companies that say they do know, a majority expect
that this will take about two years.
How long does it take to achieve structural data alignment?
50%
40%
35%
45%
41%
30%
20%
18%
18%
27%
Retailer
Manufacturer
10%
9%
6%
0%
0%
0%
1 year
(or less)
2 years 3 years Longer than
3 years
Not clear / TBD
Source: Capgemini
Representative retailer responses:
• “The process goes in phases; it’s not yet completed.”
(European retailer)
• “Start early, overcommunicate – both internally and
externally.” (North American retailer)
Representative manufacturer responses:
• “Don’t underestimate the amount of time and effort
it takes to achieve a high level of data quality.”
(global manufacturer)
• “12 to 18 months before having one central
catalogue solution.” (global manufacturer)
22

Impact on Processes Will Occur Across the Entire Business
There is consensus regarding the scope of business processes that need to be involved. All companies indicated
that this cannot be handled just from an IT or data management perspective. Also, a vast majority of both retailers
and manufacturers are planning and/or implementing changes in their business processes to improve their Internal
Data Alignment.
Which business process areas are taken into account for your Internal Data Alignment activities?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
R&D / Product development
31% 33% 94%
86%
Supply chain
Finance & accounting
75%
71%
31% 33% 95%
HRM
Sales & marketing
69%
Buying
48%
75%
0% 0%48% 50%
0%
0%
Merchandising
Production
Store
Retailer
Manufacturer
Source: Capgemini
23

Table: Have you planned to change these processes in order to improve your Internal Data Alignment?
No (not yet)
21%
15%
Manufacturer
Retailer
Yes
79%
85%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100 %
Source: Capgemini
Representative retailer responses:
• “All business areas are impacted.” (European
operating company of a global retailer)
• “We will be changing our item maintenance process
to keep our data aligned. We will also be changing
and eliminating processes in each of the business
areas. That’s the only way you’ll get your savings.”
(North American retailer)
Representative manufacturer responses:
• “Our approach will be to fix processes first,
wherever possible.” (global manufacturer)
• “As an example: We set up new rules to notify sister
companies of new additions/changes in intercompany
products.” (global manufacturer)
• “Start with a priority business process, for example,
new product introduction.” (European retailer)
Takeaway: Anticipate item managementrelated
changes in a range of business
process areas.
24

Takeaway: Have your business organisation take ownership
of Internal Data Alignment. Executive commitment and
operational business buy-in are crucial to achieving this.
Impact on the Organisation: Centralisation is Key
The impact on a range of business processes implies that an equivalent range of organisational departments needs
to be involved. Buy-in from these departments is essential for success. There is, however, a difference of opinion
when it comes to the extent to which current organisational roles and responsibilities will need to change.
Did you plan for new organisational roles and responsibilities, performance measurement and/or
reward structures?
No
39%
58%
Manufacturer
Retailer
Yes
42%
61%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Source: Capgemini
Representative retailer response:
• “New organisational roles and responsibilities have
been planned for. Performance measures and
metrics have yet to be determined.” (North
American retailer)
Representative manufacturer responses:
• “This is a project across the whole organisation.”
(European operating company of a global
manufacturer)
• “Data ownership is being pushed down to its
rightful owner (i.e., freight class code belongs to
logistics). It no longer all resides within the data
management organisation.” (global manufacturer)
• “Don’t underestimate the natural resistance to
change local processes.” (global manufacturer)
25

Takeaway: Centralisation of activities is key.
You have to define which level of
centralisation fits best in your situation.
An important organisational topic is the level of centralisation of activities. From the responses it becomes clear
that most companies find some form of centralisation – on varying levels, though – an important prerequisite for
Internal Data Alignment. All retailers indicated that they have some kind of centralisation already in place.
What level of centralisation do you have/do you envision?
Retailer
14%
50%
35%
Centralised
country/local
Centralised
global/regional
Not specified
Manufacturer
25%
38%
38%
Centralised
country/local
Centralised
global/regional
Not specified
Source: Capgemini
Representative retailer responses:
• “A centralised function of item data management.
From the internal data pool all other distribution
lines will be provided with item data.” (European
retailer)
• “Actually most of the data alignment activities are
centralised; we plan to improve centralisation.”
(European retailer)
Representative manufacturer responses:
• “We will centralise the control of the global
attributes and allocate clear processes for the
maintenance of local attributes.” (global
manufacturer)
• “We have centralised our data management
organisation so that it provides a stewardship role
across all of the functions/processes. The
stewardship work process generates an exception
warning anytime an SKU is assigned (or not
assigned) in violation of the EAN•UCC GTIN
allocation rules. This senior management
intervention process ensures we remain consistent.”
(global manufacturer)
• “At a market (country) level we have established a
data management function, supported by Regional
Data Quality Teams who manage the global
attributes of our master data, including items. Data
is captured locally using workflows and checked for
completeness and adherence to standards by the
Regional Data Quality Management teams before
being approved for use in the business.” (global
manufacturer)
26

Takeaway: Internal and external data alignment
activities need to be linked.
Impact on Trading Partner Collaboration
For nearly all retailers and manufacturers, their Internal
Data Alignment was directly linked with (current
and/or planned) external data synchronisation (in 91%
of the cases).
Representative retailer responses:
• “External data synchronisation is a key to the data
cleansing activities.” (North American retailer)
• “They are linked, under a single leadership.”
(European retailer)
• “We now incorporate data accuracy on our supplier
scorecard.” (European retailer)
Representative manufacturer responses:
• “The objective is to be 100% linked.” (global
manufacturer)
• “We have one part linked to the internal alignment
of coding structures and data and one part linked
to external data synchronisation.” (global
manufacturer)
Most manufacturers indicated that they receive
feedback – in one way or another – from their retail
customers regarding the data quality they provide. A
majority of retailers and manufacturers stated that they
take the requirement of their trading partner
collaboration into account for their Internal Data
Alignment activities (88% of the cases).
Representative retailer responses:
• “Scope was internal but with appreciation of
external requirements.” (European retailer)
• “The requirements for data synchronisation (i.e.,
UCCnet, 2005 Sunrise) are vital components to the
success of collaborative initiatives.” (North
American retailer)
Representative manufacturer responses:
• “Retailer collaboration requirements (e.g., on data
sync, vendor management and CPFR) provided the
initial list of items and data elements syndicated.”
(global manufacturer)
• “Where we need to support business process
initiatives (e.g., VMI), we define our data
accordingly.” (global manufacturer)
• “As the basis, we have taken the mandatory fields
of GDD and the mandatory data requirements of
global data pools/customers, e.g., Transora,
WWRE.” (global manufacturer)
Takeaway: Don’t forget – Internal Data
Alignment is the basis for improved
trading partner collaboration.
27

Takeaway: Be prepared for significant changes in
your IT landscape.
Impact on IT Platform
Architecture: Internal Data Alignment is heavily dependent on technology enablement. When asked about the
impact on their overall IT platform and architecture, a majority of companies indicated that this has a
significant impact.
How big is the impact regarding your architecture/your overall IT platform?
Retailer
Manufacturer
46%
23%
31%
Low
Moderate
High
47%
35%
18%
Low
Moderate
High
Source: Capgemini
Representative retailer responses:
• “We have totally redesigned our IT platform with
data synchronisation in mind.” (North American
retailer)
• “The introduction of new technology tools and
business processes could have an extended learning
curve. These can be implemented to facilitate future
growth and development; but, if implemented
incorrectly could be a maintenance nightmare.”
(North American retailer)
Representative manufacturer responses:
• “Phase I: built a global product database. Phase 2:
all transaction and reporting systems utilise global
product master data. Phase 3: source finished
product specs from art and package design
systems.” (global manufacturer)
• “Big impact – many legacy systems simply cannot
handle new formats and require translations until
they are phased out.” (global manufacturer)
28

Takeaway: Maintain a single source of data,
integrated with all other systems.
Product Information Management (PIM): Most companies are not planning to change their current set of business
applications (e.g., ERP systems). Instead, most companies are focusing on separate item management solutions (socalled
PIM), which will be integrated with these back-end business systems and act as a “spider in the web.”
Do you (plan to) use a separate solution for Product Information Management (PIM)?
Retailer
30%
40%
No
Under review
PIM planned
PIM ready
Manufacturer
19% 19%
No
Under review
PIM planned
PIM ready
30%
31% 31%
18%
Source: Capgemini
Representative retailer responses:
• “The master data management system is a major
piece of our architecture, which has to feed all
other systems.” (European retailer)
• “We are developing an enterprise-wide data layer to
decouple data from the business applications.”
(European retailer)
Representative manufacturer responses:
• “All product/item data management will be
performed in the Global Product Catalogue.”
(global manufacturer)
• “We plan to develop a separate global master file.”
(global manufacturer)
29

Takeaway: Workflow will be a crucial part of
your IT solution.
Workflow: From our research it became very clear that companies see a major workflow impact to support the
item managagement processes.
What is the impact regarding workflow?
Retailer
Manufacturer
10%
10%
Required
Not clear
None
18%
Required
Not clear
None
80% 82%
Source: Capgemini
Representative retailer responses:
• “A comprehensive workflow is currently being
developed to support the processes.” (North
American retailer)
• “Because data comes from various functions in the
company, a workflow is a must to carry requests
from functions (new product creation requests,
modification requests, status change requests, etc.)
as well as feedback from the central department
(confirmation, rejection, etc.).” (European retailer)
Representative manufacturer responses:
• “Workflow will be a key enabler for new business
processes and procedures that maintain data
integrity.” (global manufacturer)
• “Workflow is designed to minimise data entry
effort, around the principle that master data is
entered only once.” (global manufacturer)
30

Takeaway: Go for an optimal mix of corporate
vs. operating company-specific activities.
Corporate vs. Operating Company Solutions: Most solutions and implementations have both corporate as well as
operating company/country-specific aspects. Nearly half of all respondents have a corporate programme in place
(or are in the process of doing so).
Will you have operating company-specific solutions/implementations, or will this be a corporate solution/implementation
(or a mix: operating company implementation facilitated by corporate)?
Retailer
Manufacturer
11% 22%
66%
Operating
companyspecific
Corporate
Mix
36%
21%
43%
Operating
companyspecific
Corporate
Mix
Source: Capgemini
Representative retailer responses:
• “Corporate repeatable solutions where appropriate.”
(European retailer)
• “This will be a corporate solution that will be rolled
out to all operating companies in the future.”
(North American retailer)
Representative manufacturer responses:
• “We will have a corporate solution, localised only
where required to meet legal and/or fiscal
requirements.” (global manufacturer)
• “It will be a mix. One overall global master for
some key attributes. Local systems and processes to
support ongoing local ERP systems.” (global
manufacturer).
• “We manage GDS as follows: a local trading activity
managed under a global strategy and platform.”
(global manufacturer)
31

Takeaway: Use GCI-endorsed EAN•UCC
standards as the basis for your
internal standards.
Impact on Data Standards
Internal data standards are the cornerstone of Internal Data Alignment, according to most retailers and
manufacturers. Nearly all companies (91%) use the GCI-endorsed EAN•UCC standards as the basis for their
internal standards. Most of them, however, are still working on this area.
Do you currently (plan to) have a common set of corporate-level internal data standards?
Retailer
Manufacturer
5%
36%
64%
Yes
Planned
No
29%
67%
Yes
Planned
No
Source: Capgemini
Representative retailer responses:
• “We will follow the EAN•UCC standards.” (North
American retailer).
• “GCI-endorsed standards will be applied where
appropriate when we make changes to our
applications. We will not reengineer purely to align
with GCI standards.” (European retailer)
Representative manufacturer responses:
• “We have a single data standard at corporate level.
These standards were written corporately, are
managed corporately but implemented locally.”
(global manufacturer)
• “We use GCI-endorsed standards for those that
exist already, to be supplemented as new ones
become approved. We will use internal standards
only where absolutely necessary.” (global
manufacturer)
Data standards are in most cases (more than 90%) defined on both attribute names and definitions, as well as on
attribute values.
Representative retailer responses:
• “We plan to state and apply standards at the
attribute values level.” (European retailer)
• “All data will be defined, at a minimum, at the
attribute name/definition level, but there will be
instances where normalised data values are defined
as well.” (North American retailer)
Representative manufacturer response:
• “Data standards will be defined at the level of the
allowed attribute values.” (global manufacturer)
Takeaway: Define standards,
wherever relevant, at the
lowest level – attribute values.
32

BEST PRACTICES IN ACTION:
INTERNAL DATA ALIGNMENT CASE STUDIES
The research makes it clear that many companies are actively engaged in Internal Data Alignment projects. To present
an integral view of some of the best practices as applied in the real world, we have included the following case
studies (one manufacturer and one retailer). The case studies were linked via a joint data synchronisation initiative.
Additional examples of best practices exist in the industry.
Manufacturer Case Example: SCA Hygiene
The Challenge
SCA Hygiene Products’ priorities were to reduce the
cost of internal database maintenance and costs linked
to the supply chain by improving the flow and quality
of product information. SCA Hygiene Products was
also responding to the call for better data at lower cost
from its retailer partners. This placed a new emphasis
on data quality within the organisation in order to successfully
match retailer requirements in a centralised
product database.
Activities
The first activity was to get all mandatory item data
consistent across the organisation and aligned with the
standards. This involved making a gap analysis on
internal attributes, setting up activities to fill the gaps
and adjust the business processes internally. One of the
immediate benefits of this activity was that it sharply
increased the understanding and awareness of the need
for industry standards across the organisation.
There is no doubt that Internal Data Alignment has a
major impact on workflow within the organisation.
Once data have been aligned, it is essential to put in
place a framework and set of governance processes
that manage change over time. This is a collective
effort and involved people across IT, Data
Management, Sales and Marketing and Customer
Development teams, plus external data alignment and
harmonisation expertise (ACNielsen).
Key Learning
The key learning for SCA Hygiene Products was that
in order to achieve full Internal Data Alignment, there
first has to be external alignment work completed with
trading partners. The knowledge gained from external
alignment feeds the subsequent internal requirements.
Benefits
An immediate benefit of the internal alignment exercise
was a better understanding of how to apply industry
standards. Also a recognition that the standards are
not complete, and that the new processes need to be
able to manage changes to the standards as they
evolve.
While work is continuing on full internal alignment,
SCA Hygiene Products has already identified the benefits
of increased sales by getting products onto the
shelf several days earlier than before. This is achieved
by holding the right retailer requirements in internal
systems and ensuring that data are aligned in advance
with all parties in each target market.
There is also an immediate benefit in the relationship
between SCA Hygiene Products and its retail customers
involved in external alignment. Participating in
external data alignment as a first step to understanding
internal needs gives both trading partners the opportunity
to define shared goals and objectives.
33

Retailer Case Example: Delhaize
The Challenge
For Delhaize, the challenge was to improve the quality
of the product file and ensure that the quality
improvements in the supply chain would have a positive
impact on efficiency and profitability within the
organisation.
Among the challenges was the importance of addressing
the business requirements in Europe, which
included region-specific attributes such as the
European Intrastat code; country-specific languages
(French, Dutch, German and English are mandatory
for Delhaize); and even some retailer-specific attributes.
By focusing on external alignment (including alignment
with other retailers) with supply chain partners,
Delhaize planned to help suppliers to increase the pace
of transitioning towards full data synchronisation. This
should provide Delhaize with the benefits of fully
aligned data that could be integrated into both existing
business processes as well as creating a platform for
future systems that will operate regionally or globally.
Activities
The initial focus was on establishing consistent mandatory
attribute information, including a particular
emphasis on Global Product Classification Standards,
which Delhaize planned to align to internal
category/data standards to provide an automated
mechanism to route and manage information coming
from suppliers.
Critically, both to support the supplier and the
Delhaize internal alignment review, the parties had to
agree on external standards as the target that was common
across all participating organisations.
Key Learnings
A key learning for Delhaize was that for a retailer, the
issue of internal alignment is a “must have” to gain the
full benefits of engaging suppliers in an effective data
synchronisation process.
Another critical learning was the importance of external
alignment where all parties in the supply chain
agreed to and implemented the essential information
required for exchanging data. By investing valuable
resources in a detailed study of attributes that all parties
in the supply chain agreed to adhere to, Delhaize
created a template that can be used to drive the internal
alignment process both within their own and the
suppliers’ organisations.
Importantly, involvement has been required from
across the organisation, including supply chain, buying
and category management.
An additional key learning was that business must
drive standards, not the other way around.
A final but important learning is: Start now. Cleaning
up and centralising data takes time – but the more
centralised, global and qualitative the data becomes,
the more valuable it will be to suppliers.
Benefits
A direct benefit of this process for Delhaize has been to
highlight to the organisation the implications and
responsibilities when implementing standards, which
in turn has allowed for a practical and phased project
approach. This includes supporting suppliers to review
their internal data against the external standards (by
providing a clear external requirement) and ensuring
that the internal Delhaize needs were identified and
addressed in a systematic manner.
Understanding the direct connection between internal
and external data alignment has provided Delhaize
with a solid platform on which to build a robust data
synchronisation network with all suppliers in the
short term.
34

CONCLUSION: HOW TO MAKE INTERNAL
DATA ALIGNMENT A REALITY
The participating retailers and manufacturers in this
data alignment study provided valuable learnings from
which other companies can benefit. We asked them
whether they have specific advice to take forward to
peer companies that face the challenge of cleaning up
and aligning their item data internally. Their recommendations
ranged from the importance of planning,
maintaining a single source of data and defining ownership
of the data to investing in the data cleansing
process. Following are some of their comments.
Representative retailer responses:
• “Manufacturers should take the time to get data
corrected in their internal system before publishing
out to the network. Too much time has been put
into data quality and understanding what fields
represent and stand for. Need better definition of
attributes and their appropriate values.” (European
retailer)
• “Break the challenge up into small pieces focusing
on the key operational data first as it drives the
rest.” (North American retailer)
• “Have a single central repository which feeds all
other systems. Have a single central function
responsible for managing critical shared data and
ensuring consistency. Build a few tools to allow for
a periodic data cleaning, especially to eliminate
obsolete data. Build a direct link with suppliers to
update supplier-provided data when possible.”
(European retailer)
Representative manufacturer responses:
• “Plan and schedule activities. Wherever possible
define data at atomic level. Ensure understanding
of key influencers. Do not leave this until the last
minute!” (global manufacturer)
• “Data should not be addressed independently from
processes; data must be owned by the business;
strive to keep data on top of the priorities.” (global
manufacturer)
• “Create a cross-functional team to address issues.
Maintain a single source of data. Define ownership
of data – where it belongs in the business – to
ensure its accuracy. Give access to the data to those
who need to review it. Keep the process simple –
communicate reasons and benefits.” (North
American operating company of global
manufacturer)
• “Ensure you have a non-IT high-level sponsor.”
(global manufacturer)
• “We need to educate the executive level on the
importance of data.” (global manufacturer)
Most importantly, participating companies emphasised
the need to obtain strong commitment to Internal Data
Alignment inside the organisation. Said one global
manufacturer: “Build your case before starting, obtain
proper funding and establish a full-time project team.”
• “Our experience is you have a lot of work with the
clean-up process but you must do it first.”
(European retailer)
35

About Capgemini and the Collaborative Business Experience
Capgemini, one of the world’s foremost providers of Consulting, Technology and Outsourcing services, has a
unique way of working with its clients, called the Collaborative Business Experience. Backed by over three decades
of industry and service experience, the Collaborative Business Experience is designed to help our clients achieve
better, faster, more sustainable results through seamless access to our network of world-leading technology
partners and collaboration-focused methods and tools. Through commitment to mutual success and the
achievement of tangible value, we help businesses implement growth strategies, leverage technology, and thrive
through the power of collaboration. Capgemini employs approximately 55,000 people worldwide and reported
2003 global revenues of 5.7 billion euros.
Capgemini is helping numerous companies in the Consumer Products, Retail and Distribution (CPRD) industries
gain the benefits of new enabling technologies such as Global Data Synchronisation, RFID, mobility and in-store
customer interaction solutions. Capgemini’s Collaborative Business Experience makes CPRD companies stronger
by combining what they do best with what we do best to improve performance. Thousands of practitioners with
expertise in these industries help clients in more than 30 countries. To learn more, click on “industries” at
www.capgemini.com.
For more information on this Internal Data Alignment study please contact:
Kees Jacobs
Capgemini
+31 30 689 7323
kees.jacobs@capgemini.com
Joseph Pavalon
Capgemini
+1 312 395 5428
joseph.pavalon@capgemini.com
About the Global Commerce Initiative (GCI)
The Global Commerce Initiative was established in 1999 as a voluntary platform enabling the
collaborative development of best practices and the implementation of global recommended
standards.
It is a network created by member companies and sponsors to simplify global commerce and link
the value chains to improve consumer value.
Its Executive Board comprises approximately 50 of the biggest manufacturers and retailers on a worldwide parity
basis, and it is sponsored by eight organisations – regional ECR initiatives and VICS, four trade associations (AIM,
CIES, GMA and FMI), and the standards bodies EAN International and UCC, Inc. – representing close to
1 million companies in the world.
For more information about the Global Commerce Initiative (GCI) please contact:
Natascha Pottier
Global Commerce Initiative
+49 221 947 14 371
natascha.pottier@gci-net.org

GCI_051004ES_Final_Report
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