ECR AP - GS1 Hong Kong Supply Chain Management

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ECR AP - The need for collaboration
Quarterly Newsletter of ECR Asia Pacific
2 nd ISSUE 2012 Summer
On the picture from left to right: Nick Lee, Tack Wai Wong , Bred Kim, Maximilian Musselius,
Ivett Katalin Nagy, Anna Lin, Heidi Ho, Michael Haas, Chris Cave Jones, Alex von Behr, Francois
Gay-Bellile, Apolonia Kersh, Ah Yiam Tng, Alain Ong, Nancy Quek, Anthony Rose
“As a new participant on the ECR Asia Pacific council
I was quite impressed with the content of the agenda
and the discussions. I believe the agenda items are
topical and can deliver significant benefits to the industry”
Claude Ringuet SAP Page 2-3
“I do not want people sitting in China thinking global.
I want them to think local. Consumer in China won’t
say that I am a global consumer. So you have to
THINK LOCAL and at the same time ACT GLOB-
AL. It is very important to build talent with local
insight. “ Harish Manwani Unilever Page 27
After this Programme, I can now be a Strategic
Change Agent in my company, developing
differentiating policies, becoming consumer-
led every day!” Paolo from Barilla in
Italy Page 4
“We have converted and enhanced the content, we
have closed the deal and continue to drive customer
loyalty. But this is still the very beginning. A lot is
still coming.” Liu Jun Ling Page 29
60 seconds with Alex von Behr P.2
ECR AP Council Meeting May 2012 P.2-3
ECR AP Knowledge and People
Excellence LaB P.4
ECR AP Sustainability: Walmart Best
Cases P.5
ECR AP Operational Excellence -OSA P.6
Introducing: Metro Group P.7
ECR AP New Members BT, SAP P.8
Introducing ECR Hong Kong P.9
ECR Asia Country News P.10-13
Outside of Asia—CGF P.14
Outside of Asia– Europe P.15
Outside of Asia– Australia P.16-17
SUPPLEMENT: ECR AP 2012 Conference
P.18-31
ECR AP News P.32
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60 Seconds with Alex von Behr -
former Co-chair of ECR Asia Pacific
Alex tell us
more about
yourself and
your role at
ECR AP.
I have spent a
fascinating two
years as Manufacturer
co-
Chair for the
ECR Asia Pacific
Council.
After a year on the Council representing Unilever I took on the cochair
role as I wanted to play my part in building real collaboration
between retailers and FMCG manufacturers in AP. I had also previously
-in an earlier role- spent a year on the Operating Board on
ECR Europe so had a pretty good idea of what could be possible if
we could get things organized. In my first year I focused on agreeing
a framework for operating with my fellow council members,
and in my second year I have been focused with my retailer cochair
Anthony Rose of Wal-Mart in, firstly, building representation
on the council from retailers and manufacturers, and secondly
on encouraging the undertaking of collaborative projects. Of
course this was “topped off” with a successful execution of the
recent ECR AP Conference in Singapore, which coincided with
the ending of my two year term as co-chair…it would be remiss of
me not to also mention the drive and passion brought to the ECR
AP movement by our Director Ivett Nagy who has been a close
ally to Anthony and myself in taking things forward on all of these
fronts, and to the ECR Singapore team for the very successful organization
of the recent conference. And the advice and support of
Jean- Marc Saubade, the Managing Director of our global umbrella
organization Consumer Goods Forum (CGF) has really helped.
What are your “legacies” as the out-going co-chair
Over the last two years I do think we have made progress in establishing
a clear way of working in line with our new charter and the
strategic framework mirroring the CGs’ 5 pillars. As a council we
have built additional participation for retailers and manufacturers
but there is still some way to go and I would have liked to have
seen more active participation from a couple of other major retailers
operating in Asia Pacific. Big thanks in particular to Wal-Mart
and Metro for the active and positive contributions, and the representatives
from Coke and P&G have been particularly active,
along with Unilever of course! It was a source of great pride to see
much of our reason for being coming together over those few days
in Singapore in May, with a vibrant Council Meeting reviewing
good progress across a range of collaborative projects, followed by
our two day conference attended by nearly 400 delegates, and
showcasing keynote speeches by senior leaders from our members
and the sharing of some terrific collaborative initiatives across the
region, including awards for the best.
What would be your advice for the person who will succeed
you
He will need, and I know he has, a passion for taking forward the
ECR AP agenda, with plenty of patience in getting the best out of
very busy council members. We have built a strong platform and I
feel very confident that under new, refreshing leadership the ECR
AP movement will go on to even greater things!
What are things you wished you had done differently
The killer has always been time. All council members are doing
their roles in addition to their very busy day jobs, so finding the
time has always been the biggest challenge. I am proud of what we
have achieved despite this huge constraint.
I have loved the opportunity to interact in a collaborative way with
manufacturers and retailers across the Asia Pacific region – ECR
AP Council is probably the unique forum in our part of the world
for doing this, and has been an inspiring and enjoyable experience.
I have always been keen to learn and build my experience and this
role has really contributed to that. I am very grateful to have had
the opportunity
What are you most proud of
Facilitating dynamic collaborative enjoyable ECR AP Council
Meetings with good committed attendance
How would sum up yourself
strategic, considerate, driven
What are your favorite places
3 S’s of Singapore, Switzerland and Sydney
Who is the person you most admire and why
Charles Darwin as he worked out and explained the puzzle of life!
What is your favorite quote
“If it’s to be it’s up to me”
What trait you most value in people
Integrity
ECR AP COUNCIL MEETING UPDATE
In May 2012 ECR AP Council member attended in our 47 th
council meeting. 30 participants were presented from 16 companies
and from 10 different Country ECR organizations .Alex
von Behr opened the meeting with a special welcome to our 2
new ECR AP members– British Telecom and SAP. This meeting
was the last for Alex as manufacturer co-chair. Francois
Gay-Bellile, Coca-Cola Pacific’s Vice President Customer
Leadership is to become ECR Asia-Pacific’s new manufacturers’
cochair.
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Council meeting update
Actions from the meeting:
Operational Excellence:
Palett standardization: Finish the project plan and collect case
studied by July.
OSA: Set up tradeshows and discuss follow on initiatives.
Sustainability: Collect service provider cases for ECR AP best
practice booklet what will be launched September 2012.
Emerging Trends: Endorsement of our plan to refresh
identification of future trends and commitment to provide key
resources to working sessions to gather and test ideas, then
review and sign off new white paper. Set up 3 workshops .
Help us establish the right mechanism for sharing best practice
information and encourage member organisation participation in
any forum we establish .
People Excellence: Members to think of people who could benefit
from a participation in the LaB program .
ECR India: Assist in leveraging Asia Pacific contacts of CPG
companies/retailers to re-engage with ECR India activities and
take leadership role in driving same.
Share global best practices.
Provide guidance on accelerating ECR principles adoption thru
relevant use cases.
National Initiatives: Set up framework and engage AP country
organization.
AGENDA
Topics
Introduction
Last meeting actions
Operational Excellence Committee
Update
Sustainability Committee Update
People Excellence Committee
Update
Emerging Trends Committee
Update
Who
Alex von Behr
Alex von Behr
Chris Cave Jones, Paul Prendergast,
Haas Michael, Nigel
Branch
Anthony Rose/Pat Conklin
Francois Gay-Bellile/ Ivett
Nagy
Alex von Behr/ Apolonia
Kersh/ James Layard
“Despite everyone’s busy schedules, it’s encouraging to see
the preparation and engagement around making a bigger
difference as a leadership group.” Pat Conklin (P&G)
“It is a very good networking time to gather
the industry players together to share
the industry needs as both a local perspectives
and a regional perspectives.”
Heidi Ho (ECR Hong Kong)
“The Council Meeting was a great opportunity to work
collaboratively with like-minded manufacturers and retailers
in Asia Pacific on collaborative opportunities like
OSA and emerging trends – the quality of debate is always
fascinating and thought-provoking – it is the only forum I
know of that can bring together these interests in AP”.
Alex von Behr (Unilever)
“As a new participant on the ECR Asia Pacific council I was
quite impressed with the content of the agenda and the discussions.
I believe the agenda items are topical and can deliver
significant benefits to the industry.” Claude Ringuet (SAP)
“The Council meeting was the best we have had. Great to see
the progress being made across our 5 main topics.”
James Layard (BT)
“ The broad attendance at the Council Meeting was very good
to see especially the representation from some countries who
had not joined before. I agree completely with the sentiments
expressed in Council that the organisation and structure which
has now been set up around the Council makes the projects
worthwhile with clear deliverables. Once again thankyou to
Alex for playing such a key role in making this happen. “ Nigel
Branch (CHEP)
ECR India
ECR Conference update
National Initiatives Idea
Next Manufacturer Co chair
appointment
Ravi Mathur
Nick Lee
Ivett Nagy
Alex von Behr, Anthony Rose
“well run meeting with efficient review of
current projects and ideas for future initiatives
“ Apolonia Kersh
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ECR AP Knowledge and People Excellence - Learning across
Boundaries - The Consumer Goods Sector Executive Development Programme
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New dates for the 2012-2013 session
26-30 November 2012: First Module at INSEAD Campus,
Singapore
Academic Research / Case Studies & Industry Speakers, Discussion,
Simulations, Workshops & Field Trips (Field Trips
focusing on Store Visits exploring the peculiarities of mature
European markets)
18-22 March 2013: Second Module at INSEAD Campus,
France
Academic Research / Case Studies & Industry Speakers, Discussion,
Simulations, Workshops & Field Trips (Field Trips
focusing on Asian Supply Chain processes and Store Visits of
Asian markets)
My name is Stephanie Penning and I have been working with the
ECR EU Learning & Development Initiatives for over eight
years – firstly developing the framework for the national learning
programmes; then becoming the manager (now development director)
for the global executive development programme.
Over the years, this programme has developed into the “ECR
LaB: Leading across Boundaries Programme” that we know
today. ECR AP People Excellence Committee is an integral part
of the Steering Committee that stewards the development of a
relevant curriculum and it will be the first time in 2012 that one
week of the program will be held in Asia in Singapore.
Its predecessor (the “Progressive Management Programme”)
hosted 100 delegates from the Consumer Goods Sector through
interactive modules focusing on subjects relating to the whole
Consumer Value Chain. These delegates now form the ECR
Alumni, who, in their turn, assist the development team to shape
the ECR LaB Programme of today.
As with all ECR initiatives, the ECR LaB Programme is itself a
collaboration – between the ECR Executive Board and LaB
Team, with the world-renowned INSEAD Business School, plus
leading companies in the Consumer Goods Sector.
The ECR LaB Programme is...
for high-potential executives in Consumer Goods companies;
for crossing new boundaries: within companies; with
trading partners - globally
a ‘LaBoratory’: an exploratory environment – to discover
& try out new ideas
an analysis of the Key Leadership Duality – change what
needs to change; keep what works
a transition towards delegates’ own visions – from studying
ideas of others’
complements company leadership programmes – a joint
experience for delegates from different companies, forging
strong relationships during (and after) the Programme
I continue to work with this Programme as I believe it is fundamental
in supporting Consumer Goods companies to prepare their
high-potential executives to become their Leaders of the Future –
placing their companies at the top of the Sector.
Previous delegates have gained many, many benefits
and have become strong ambassadors of the
Programme, commenting:
“I am creating a step-change in Category Management
in Central Europe, using Consumer Insights
and Fair Process concepts learned during
the Programme - in collaboration with a Supplier
met on the Programme, then with other Suppliers.”
Anna from Tesco in Poland
“Having already created a collaborative Task
Force with a Retailer during the Programme, use
our insights and time in store, then work on ranges,
planograms, etc. Implement this elsewhere,
creating a pool of global experts to work with our
customers.” Jon from Coca-Cola in Great
Britain
“After this Programme, I can now be a Strategic
Change Agent in my company, developing differentiating
policies, becoming consumer- led every
day!” Paolo from Barilla in Italy
For more information, or to book yourself, a colleague
or a member of your team on this unique Programme,
please contact Ivett Katalin Nagy on ivett@ecr-all.org
or directly to me, Stephanie Penning, on Stephanie.penning@ecreurope.com
or +39 349 243 3706.
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ECR AP Sustainability - Walmart Best Practices
Walmart is a pioneer in the area of responsible sourcing with a strong focus on the Asian markets from where it sources 80% of its
merchandise.
Walmart’s Supplier Development Program is a first of its kind initiative to
encourage suppliers to adopt best practices. The program goes beyond simple
audits by teaching suppliers hands on methods to bring their operations to a
world-class level. Benefits include a decrease in workplace injuries, lower
employee turnover rate, enhanced energy efficiency, improved recruitment
practices and better internal communications practices.
54 suppliers have already graduated from the program and 127 suppliers are
currently enrolled. .
Walmart puts a great deal of emphasis on encouraging its suppliers to adhere
to global best practices in areas ranging from sustainability to safety. The best
case practice in this area is Walmart China’s Energy Efficiency Program
that involved more than 300 factories in China.
By January 2011, 143 factories have achieved 20% energy efficiency improvement with totally saved energy consumption by 514
million KWh, equivalent to reducing CO2 411,000 tons.
Walmart Supplier Diversity program was launched in 1994 to help bring minority and women-owned businesses into our vast network
of suppliers with an initial spend of US$2 million. Today, our procurement from diverse suppliers’ accounts for more than
US$10.5 billion in direct and second-tier spend.
Walmart and Unilever HUL recycling initiative in India
In 2011, Bharti Walmart and Unilever
India launched “HUL”, a first-ofits
kind recycling initiative in India
promoting plastic waste recycling
and educating consumers on responsible
consumption. The program ran
for three months across 30 stores.
Throughout the campaign period,
customers were encouraged to bring
empty plastic bottles and pouches in
exchange for store coupons
Walmart and SC Johnson Sustainability partnership
Walmart U.S. publically announced the desire to
phase-out of products containing the following three
chemicals: permethrin, propoxur, dichlorvos.
Walmart’s announcement focused on having suppliers
deliver a plan to achieve this goal.
SCJ put together a plan based on product development
and regulatory timelines to move from Permethrin
to other active ingredients with the imperative
of maintaining product performance.
Walmart and P&G Value Stream Mapping
(VSM) project
Bangladesh – Walmart WHEEL program for garment workers
In Bangladesh, more than 80 percent of garment workers are women,
and nearly all of them live in poverty. These women often lack a formal
education and the skills necessary to improve their quality of life.
With our assistance, the WHEEL program has set up 100 learning centers
where women can gain workplace skills and receive literacy training.
The initiative will benefit 2,500 workers and their families, positively
impacting an estimated 12,500 to 15,000 people in their communities.
VSM project aimed to eliminate the waste where it
exists along the value stream process in between of
P&G and Walmart. It was done by process optimization,
technology application and operation innovation.
As a result Lead time (time involved from receiving
time to shipping time) improved by 54% and receiving
time improved by 49% in 2011.
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ECR AP Operational Excellence – On Shelf Availability Press Release
ECR Asia Pacific launch On
Shelf Availability in Asia Pacific
22 nd May 2012
ECR Asia Pacific and Accenture
are excited to announce the publication
of the first Asia Pacific
wide report into On Shelf Availability
(OSA). The report was
created by an OSA working
group setup in 2011 between
Accenture, Unilever and Diageo.
Retailers and Manufacturers in
APAC are realizing the importance
of OSA in an industry
where vertical integration is
limited, and parties have to rely
on each other to achieve their respective goals. This goal is now a
common one: shopper and consumer satisfaction, which can only
be achieved by ensuring high levels of collaboration and adopting
a common methodology to approaching issues.
Over 2011 and 2012, 51 manufacturers and retailers from 14
different countries participated in the first ECR APAC wide On-
Shelf Availability survey, investigating the perception of OSA
within APAC as well as the critical success factors and key barriers
to reducing out of stocks. The outcomes of the survey combined
with insights from a series of 1on1 interviews were the
basis of the ECR APAC OSA report - outlining the key findings
and the future agenda for change.
The report can be accessed through the following link: http://
www.ecr-all.org/upload/blogfiles/0c7/APAC%20ECR%
20OSA%20Report%202012.pdf
Efficient Consumer Response Asia Pacific (ECR AP) is an
independent joint trade and industry body, which is co-chaired by
representatives from the retail sector and the manufacturing sector.
It promotes the use of Efficient Consumer Response techniques
in Fast Moving Consumer Good (FMCG) retailing to remove
unnecessary costs from the supply chain and make the sector,
as a whole, more responsive to consumer demand.
Accenture is a global management consulting, technology services
and outsourcing company. Combining unparalleled experience,
comprehensive capabilities across all industries and business
functions, and extensive research on the world’s most successful
companies, Accenture collaborates with clients
to help them become high-performance businesses and governments.
With more than 247,000 people in 49 countries, the company
generated net revenues of US$25 billion for the fiscal year
ended 31 August 2011.
For more details please contact Ivett Nagy (ECR Asia Pacific) at
ivett@ecr-all.org or Paul Prendergast (Accenture) at
paul.d.prendergast@accenture.com
Future Agenda
Based on this report and its key findings, a set of follow on initiatives
have been proposed –see them below-, aimed at leveraging
the momentum that has been created in ECR APAC around
OSA. These initiatives will set the stage that will allow ECR
members to successfully kick start their OSA improvement journey
and will require industry wide commitment.
Standards, measures and definitions
The inconsistent method and frequency of measuring of OSA
and the lack of APAC wide benchmarks is high priority in the
future agenda for change.
Consumer behavior Response to OOS Survey
Given the current widely used benchmark is based on a Consumer
Behaviour Study conducted in 2004, a more relevant study
would bring new insights and allow APAC initiatives to respond
more accurately to customer preferences.
Periodical monitoring of OSA levels in APAC
To collect OSA data points from manufacturers and retailers on a
periodic basis, bringing all data centrally to conduct and provide
basic analytics. The output of this initiative would be an analysis
based on a large volume of POS, stock on hand and order data
from a breadth of contributors that would allow all parties access
to OSA improvement insights.
Global OSA Survey based on ECR APAC Survey template
A global survey, using the ECR APAC survey as a template will
provide consistent results across geographies and bring forward a
greater collaboration of best practices and ideas.
A future ECR APAC report on OSA could also focus on traditional
(mom-and-pop) distribution.
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Michael Haas is
introducing:
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METRO
in Asia
GROUP
As a pioneer
among international
trading companies,
METRO
GROUP entered
the Asian market as
early as in 1996
with its first Metro Cash & Carry outlet opened in China,
Shanghai. Today the group generates more than 60 percent of
its turnover outside of Germany with Asia being one of the
most important growth regions. With its sales division Metro
Cash & Carry the group is already present in five Asian countries
with around 100 outlets in China, India, Japan, Pakistan
and Vietnam. In 2010 the group entered Asia with its consumer
electronics division Media Markt which operated until end of
2011 7 outlets in Shanghai.
compete in increasingly challenging markets. By establishing
our business we create a modern trade infrastructure with fewer
middlemen and establish e.g. an unbroken cooling chain or
distribution platforms for fresh produce. Production can be
better aligned with market demands and distribution efficiency
for local products increases. This leads to lower wastage and
lower costs and in turn results in lower food prices and enhanced
domestic consumption. Metro also trains farmers and
suppliers in applying international quality standards and create
access for them to our network in 33 countries – thus fostering
the agricultural sector in general.
Metro Cash & Carry – a unique business-to-business concept
Metro Cash & Carry is the top selling sales brand of METRO
GROUP and operates over 700 outlets in 30 countries. The
unique wholesale business-to-business model of Metro Cash &
Carry is focused on professional customers such as hotels, restaurants,
caterers, small and mid-sized retailers as well as other
companies and offices. One of the cornerstones of the concept
of Metro Cash & Carry is to establish direct procurement from
local suppliers and to offer an “all under one roof” concept
with 90 percent locally sourced products to its professional
customers.
Michael Haas
Head of Supply Chain Management
MCC Asia . He has joined to the ECR AP
Council in 2012. He is co -chairing the
Operational Excellence Committee and
also lead of the Pallet Standardization
working group.
Metro’s aim is to
contribute to the
sustainable development
of the emerging
markets in Asia:
With our unique
B2B concept we link
local farmers and
producers to the
market and offer
small businesses a
reliable supply
source of high quality goods at competitive prices. Together
with tailored support programs for example for small traders or
trainings for local restaurants and caterers, we enable SMEs to
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New Members: British Telecom, SAP
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Operating globally, delivering locally –
BT continues to grow in Asia Pacific
In September 2010, BT Global Services
announced an ambitious, 3 year investment
programme for Asia Pacific which
outlined several goals – to support our customers, double the size
of our business and to win new customers. Half way through the
rollout, BT has delivered on its promises.
With a major increase in headcount, the setting up of new customer
technology showcases, and a new portfolio of products and value-added
services, the company is showing solid growth. As they
embark on the second phase, Kevin Taylor, President Asia Pacific
BT Global Services, explains.
“We are halfway into our investment programme and have a
strong foundation from which to further accelerate our growth.
Winning Telecom Asia’s ‘Best Managed Service Provider’ for the
third year running is a fantastic achievement for BT – and we intend
to put that leadership into practice in our ongoing support, not
only for global multinational organisations expanding into the
region, but for local multinationals going global.
We have hired 300 new staff across Asia Pacific – especially in
the key markets of China, India, Australia, Singapore, Hong Kong
and Japan –to ensure we have the right talent and respected local
leadership to strengthen how we engage with our customers.
We have rolled out a portfolio of 20 new products and services in
Asia Pacific, which means that our customers can now access the
same standardised portfolio whether they are in Shanghai, Sydney
or Sao Paulo. In addition we have continued to expand our professional
services arm in region to offer business led solutions.
Six customer technology showcases have been launched in Beijing,
New Delhi, Hong Kong, Singapore, Shanghai and Sydney,
enabling our customers to experience and interact with our innovative
solutions and capabilities firsthand.
We outlined our business sector growth plan in the areas of: global
banking and financial services; government and health; consumer
packaged goods; and global commerce. And we’ve made great
progress against that commitment with several major deals signed
over the last 12 months.
In the CPG and Retail industry we are proud to be a Council
Member of ECR APAC, and commit to help drive the Collaboration
and Visibility agendas through the Thought Leadership and
Solutions we bring. At the heart of this is helping organisations to
get more from their Networks in solving real business issues.
2011 has been a year of transformation for BT in Asia Pacific.
Against a challenging business backdrop, we listened to our customers
and we delivered against a clear set of goals.
As we embark on the second half of our three year journey, it remains
clear that companies are continuing to seek growth into -
and out of - Asia. At BT we are learning a lot from our own experiences
as well as those of our customers, and looking forward to
strengthening our reputation as a networked IT services leader.”
As market leader in enterprise application
software, SAP (NYSE: SAP) helps companies
of all sizes and industries run better.
From back office to boardroom, warehouse
to storefront, desktop to mobile device –
SAP empowers people and organizations to
work together more efficiently and use
business insight more effectively to stay
ahead of the competition. SAP applications
and services enable more than 183,000 customers (includes customers
from the acquisition of Sybase) to operate profitably, adapt
continuously, and grow sustainably. For more information, visit
www.sap.com.
As market leader in enterprise application software, SAP (NYSE:
SAP) helps companies of all sizes and industries run better.
Founded in 1972, SAP (which stands for "Systems, Applications,
and Products in Data Processing") has a rich history of innovation
and growth as a true industry leader. Today, SAP has sales and
development locations in more than 50 countries worldwide. SAP
applications and services enable more than 183,000 customers
worldwide to operate profitably, adapt continuously, and grow
sustainably.
From back office to boardroom, warehouse to storefront, desktop
to mobile device, SAP empowers people and organizations to
work together more efficiently and use business insight more effectively
to stay ahead of the competition. We do this by extending
the availability of software across on-premise installations, ondemand
deployments and mobile devices.
We believe that the power of our people, products, and partners
unleashes growth and creates significant new value for our customers,
SAP, and ultimately, entire industries and the economy at
large.
Our mission is to help companies of all sizes and industries to run
better. Our vision is to help the world run better.
In Asia Pacific, SAP is a market leading provider of business software
to the consumer products and retail industries. With over
90% of the leading global consumer products companies leveraging
SAP technology we are extremely well placed to drive value
for ECR Asia member organisations. With 5 market categories
covering Applications, Database and Technology, Cloud, Mobility
and Analytics, SAP can support businesses to not only grow but to
innovate.
Claude Ringuet is the Vice President for APJ for Consumer Industries.
This portfolio covers consumer products, retail and wholesale
industries. Claude has a background in management consulting
and working directly in industry as a CIO for a global 3PL as
well as business strategy leader at The Campbell Soup Co.
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Introducing ECR Hong Kong
MILESTONES
ECR Hong Kong’s OBJECTIVES are:
Provide an industry platform for retailers and suppliers to improve
and collaborate on supply chain related matters
Facilitate FMCG industry to increase business efficiency and
customer services via ECR/SCM best practices and enabling
technologies for better management of demand and supply
chains
Promote and support ECR/SCM activities locally, regionally
and globally, and establish linkage to ECR Asia, Consumer
Goods Forum and GS1
The MISSION
“Collaborative
Efforts to Win
Customers”
KEY FOCUS IN 2012
SCOPE OF WORK:
1.Promotion & Education
To promote SCM concept, best practices and technologies to the
local industry and Asia Pacific region for greater awareness on the
benefits of SCM implementation through key events, website, information
dissemination through media and website, and educate practitioners
2.Industry Collaboration
To study new ECR initiatives or practices and align work of members
towards same goal and definitions
3.Industry Benchmark
To facilitate wide-spread use of ECR capability assessment tool and
standard compliance tracking tool in HK for on-going measurement
of company and industry progress on SCM/ECR through pilots,
benchmarking exercise and tracking usage and improvement capabilities
4.Industry Infrastructure
To establish common physical &
informational infrastructure based
on international standards to support
ongoing development and
alignment with regional & global
users
5.Industry Network
To maintain regular communications
& updates on regional and
global trends among ECR HK
members and between ECR HK
and regional ECR members
MOVING FORWARD
•Efficient Consumer Response (ECR) Hong Kong will continuous
drive supply chain management excellence through
industry collaboration and global standards adaptation
•Efficient Consumer Response (ECR) Hong Kong will continuous
drive industry
common practices based
on international standards
to support on-going development
and alignment
with regional & global
consumers
•Efficient Consumer Response
(ECR) Hong Kong
will continuous explore
new tools for the industry
in order to response consumer
efficiently.
Member companies
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ECR Asia Country News-Hong Kong
The 12th GS1 Hong Kong Supply Chain Management Excellence
Summit is an annual executive forum, bringing together
business, technology and supply chain leaders and professionals
from around the world to share and discuss the industry trends,
issues, challenges and opportunities facing all stakeholders
along the supply chain.
Programme Theme with Topic Highlight - Champion Business
Success Through Value Creation
Distinguished Keynote and Plenary Session
Industry Case Sharing
Technological Innovation with HK RFID Awards 2012
SCM Solutions Showcase with Networking Opportunity
An affiliated event to Asian Logistics and Maritime Conference
(ALMC) organized by HKTDC on 8 November
(with special offer to ALM Conference delegate)
Enquiry:
Ms Cecilia Wong, tel : 2863 9753, email : ceciliawong@gs1hk.org,
Website : www.gs1hksummit.com
Programme Agenda
1) Registration-GS1HK SCM Excellence Summit
2) Registration-Delegate of Asian Logistics & Maritime Conference
to SCM Excellence Summit
Organizer :
GS1 Hong Kong
Date : 9 Nov 2012
Time :
Venue :
09:00am – 4:00pm
Hong Kong Convention and Exhibition Centre, 1 Expo
Drive, Wanchai, Hong Kong
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ECR Asia Country News-Thailand
DAY 1 Opening
Mr. Payungsak Chartsuthipol (The President of the Federation of Thai Industries)
Mr. Joe Dybell (Supply Chain Director of Ek-Chai Distribution System Co., Ltd.)
Co-Chairman of ECR Thailand
Dr. Viwat Krisdhasima (VP-Supply Chain Unilever Thai Trading Ltd.)
Co-Chairman of ECR Thailand
Keynote Speaker : Economic and Industry Outlook
Mr. Payungsak Chartsuthipol (The President of the Federation of Thai Industries)
Coffee Break : Visit Exhibition Booths
Topic: Consumers Insight
Speaker: Mr. Yongyut Ongwattanpat (Director in Retail Management Science
(RMS) of Nielsen Company)
Topic: Shopping Trend
Speaker: Mr. Charkrit Direkwattanachai (Function Head of Corporate Affairs of Ek
-Chai Distribution System Co., Ltd.)
Lunch Break & Visit Exhibition Booths
Topic: Fulfilling Consumers’ Needs during Natural Catastrophe
Speakers: Mr. Kraisar Gilitwala (Operations Director of L’Oreal Thailand Ltd.) and
Mr. Chakkaphob Nuangchamnong (Supply Chain Management of Charoen Pokphand
Foods PCL.)
ECR Projects
1. On Shelf Availability (30 minutes)
Speaker : Project Team (Unilever)
2. Returnable Packaging (30 minutes)
Speakers : Mr. Peter Hubbard (Country General Manager of Loscam Thailand Ltd.)
and Mr. Richard Volle (Business Director for Whole Sale of Big C Supercenter
Thailand)
Coffee Break : Visit Exhibition Booths
ECR Projects
3. Pallet Height (30 minutes)
Speaker : Mr. Ekachai Kanjanavanich (Customer Services & Distribution Group
Manager of Nestle Thailand Ltd.)
4. Sell More, Lose Less (30 minutes)
Speaker : Mr. Bob Travers (Associate Director, Physical Distribution & Customer
Logistics of P&G Singapore)
5. Green Transportation (30 minutes)
Speaker : Dr. Nutthanakrizz Chantjiraporn (CEO of SCM Executive Education
Institute)
DAY 2 Opening
Mr. Joe Dybell (Supply Chain Director of Ek-Chai Distribution System Co., Ltd.)
Co-Chairman of ECR Thailand
Dr. Viwat Krisdhasima (VP-Supply Chain Unilever Thai Trading Ltd.)
Co-Chairman of ECR Thailand
Keynote Speaker
Topic : AEC (ASEAN Economic Community) Crisis or Opportunity
Speaker : Ms. Kobkarn Wattanavrangkul (Chairperson of Toshiba Thailand Co.,
Ltd.)
Topic : The Preparation to Cope with Natural Disaster
Speaker : Asst. Prof Dr. Seree Supharatid (Director of Natural Disasters Research
Centre, Rangsit University)
Coffee Break : Visit Exhibition Booths
Topic: Future Trend in Labor Supply
Speaker: Mr. Sanan Angubolkul (Chairman of Srithai Superware Public Company
Ltd.)
Topic: Supply Chain Academy
Speaker: Dr. Sompong Sirisoponsilp (Director of Transportation Institute
Chulalongkorn University) and
Dr. Pongchai Athikomrattanakul (Director of Centre for Logistics Excellence,
King
Mongkut's University of Technology Thonburi)
Lunch Break & Visit Exhibition Booths
Topic: Supply Chain In Action - New Technology & Warehouse Management
Speaker: Mr. Kanok Juthamanee (Logistics Center Manager of Boonthavorn
Ceramic Co., Ltd.) and
Mr. Sarawut Laoprasert (Country Manager of SSI Schaefer Thailand)
Topic: Supply Chain In Action - Enhancing Consumers’ Intimacy
Speaker: (Guest Speaker)
Coffee Break : Visit Exhibition Booths
Topic: Senior Executive Forum “Winning Consumers’ Hearts & Minds”
Speakers :
Mr. Chanin Archjananun ( Managing Director of Friesland Campina (Thailand))
Mr. Andrew Shepard (Managing Director of Colgate-Palmolive (Thailand))
Mr. Kurt Kamp (Chief Marketing Officer of Ek-Chai Distribution System Co.,
Ltd.)
Mr. Neil McCann (Vice President Supply Chain of Big C Supercente )
Moderator : Dr. Karndee Leopairote (Assistant Professor of Department of Industrial
and Operations Management, Thammasat University)
Closing Speech
11

12
ECR Asia Country News-Russia
The 8 th ECR Forum –the most significant event in Russian retail
attracted 1045 delegates!
Leading retailers and suppliers shared best practices of cooperation in the field of demand management, supply chain development and
shrinkage reduction during 18 breakout sessions and 2 plenary sessions of ECR Forum, which took place 5-6 June, 2012 in Moscow.
The CoChairs of ECR Russia BoD – CEO of Metro C&C Russia Pieter Boone and President of Kraft Foods Russia David Steer announced
the major goals of retail and industry for the next years:
Reduce OOS 3 times in 3 years (from 14% to 5%)
Increase the share of e-invoices up to 30% by the end of 2013
Make CatMan a "basic hygiene" of Russian retail and move to Jointly Agreed Growth Initiatives
Within the framework of ECR Forum The Third Conference "Electronic Documents - Sustainable Economy" took place. It
was dedicated to the prospects of implementing electronic document management in Russia. Representatives of The Federal Tax Service,
Ministry of Finance, Ministry of Economy Development, Ministry of Communications and other State Institutions took part in the
event.
At the Evening Reception of the Forum took place ECR Award - the most recognized award of the industry best practice cases.
More than 250 guests congratulated the winners:
1. Unilever and Magnit, "Winning together with new technologies in Health and Beauty" - The best case in Shopper Research and
Category Management.
2. Arla Foods - Billa, the first case in Russia of completely legal paperless e-invoice interchange (project, made with the involvement
of The Federal Tax Service) - The best case in Technological innovations.
3. Diageo, was nominated as The best case in Supply Chain for their innovations and improvement of shipment logistics management.
In additional, Metro C&C Russia awarded with a special Diploma for their consistent work in e-invoice implementation in Russia.
And Lenta and Baltika were also awarded for realization of ECR principles in collaboration.
Know more about the Forum:
ECR Forum presentations,
Photos of the event
Next ECR Russia Forum & Marketplace will take place on 4 - 5 June 2013 in Moscow. Save the date!
12

13
Russia is on the way
to Electronic Documents
Interchange
Russia has long been the only European country in which the law
did not allow the creation of legally significant invoices in electronic
form.
May 23, 2012 - the date of formal entry into force of the last document
necessary for the exchange of legally significant electronic
invoices (Order of the Federal Tax Service of Russia from March
5, 2012 № MMV-7-6/138), which adopts the format of electronic
invoices, book of purchases and sales as well as the log book of
issued and received invoices.
The electronic exchange of invoices between parties via telecommunication
channels should be carried out through the Operators
of electronic documents interchange in compliance with all provisions
of the Order, i.e. contractors can not exchange electronic
invoices by regular e-mail.
Operators of electronic documents interchange - these are organizations
that provide open and confidential information via telecommunication
channels.
Currently, on the territory of the Russian Federation are issued
about 13 billion primary paper accounting documents per year.
Given that the estimated cost of processing each paper document
is 40 rubles ($ 1.25), the total amount spent on paper documents
is 520 billion rubles ($ 16.25 billion).
The cost of the electronic document will be initially by a few
times lower than the cost of the paper document, and most likely
will further decrease with time.
Nowadays sending and receiving electronic invoices costs 4-10
rubles ($ 0.22) per document.
Experts estimate that by 2015 the number of electronic primary
documents will be 25-30% of the total number of primary accounting
documents (that will lead to about 130 billion RUB/$
4.06 billion of savings).
The next step in the development of electronic documents interchange
in Russia, is the transfer to electronic format of the trade
bill and the act for accomplished work and services (Federal Tax
Service approved the format of the two most commonly used in
the accounting work documents in the Order № MMV 6-7/172@
on 23/03/2012.)
The system of traceability
in Russia
The food traceability system is being developed
in Russia by Expert Council “Electronic Documents
- Sustainable Economy”, which was
founded on a base of ECR Russia.
This project is supported by Russian Ministry of
Economy Development. It will guarantee the
involvement of other state institutions, responsible
for quality and safety control, and will ensure
making the amendments to the relevant legislatives
acts.
The main idea of the project is to move from control
of paper compliance documents, which are
usually delivered with goods, to control of data,
collected in traceability systems of state institutions
and companies.
It is assumed that a bar-code and a manufacturing
date are enough to identify a product and trace it
throughout the supply chain - from row materials
to the grocery store and even consumers’ fridge.
The working group of business and government
representatives has been created. By the end of
2012 it will work out the main principles of
goods and manufacturers identification, collecting,
recording and publishing data. Will determine
the rules of access of different parties to this
data and making this information relevant in law.
The first pilot project will include meat, milk and
alcohol traceability.
The new system will enable retailers and suppliers
to recall goods very quickly, government will
reduce costs for quality and safety control, and
consumers will be more informed of the products
they persuade.
ECR Russia is non-commercial partnership, within the scope of which the leading
food retailers and FMCG manufacturers work together to grow the common business
by generating Demand and enhancing the Supply chain efficiency. More than 50
leading companies work actively together in breaking down the barriers to business
efficiency.
ECR mission is working together to fulfill consumer wishes better, faster and at less
cost
13

14
Global Food Safety Initiative (GFSI): Facilitating
Cross-Industry Collaboration on a
Global Scale
The Global Food Safety Initiative unites global and local food
companies to collaborate on food safety issues that have relevance
for the entire industry. Food safety experts from retailer,
manufacturer and food service companies, service providers, international
organizations, academia and government who truly
believe that food safety is a non-competitive issue meet together
throughout the year. Their joint vision is to effectively manage
food safety to ultimately ensure confidence in the delivery of safe
food to consumers worldwide.
The GFSI Board of Directors, whose companies represent €1200
billion of turnover annually, is responsible for defining the strategic
direction of the initiative. Under their leadership, GFSI has
become a globally recognized initiative whose approach to managing
food safety is accepted by regulatory authorities in numerous
countries and supported by companies the world over. GFSI
works to bridge the gap between the public and private sector,
convening multi-stakeholder Technical Working Groups so that
approaches taken to industry-wide food safety issues incorporate
all stakeholder standpoints.
Collaboration across sectors and geographies is key to the success
of the Global Food Safety Initiative, and collaboration between
regulatory bodies and the agribusiness sector has been particularly
strengthened over the past few years. The GFSI Guidance Document,
steeped in the science-based principles of Codex, provides
a consistent foundation upon which to develop documentation
that raises the bar among food safety management schemes and
drives harmonisation in their requirements. GFSI is currently
engaging government bodies in its work on auditor competence,
driving improvement in the third party certification process to
provide reliable audits that a global industry can rely on. The
GFSI Global Markets Programme, aimed at small and/or less
developed businesses, helps them in developing effective food
safety management systems through a systematic continuous improvement
process. The programme has been particularly effective
in demonstrating the private sector’s commitment to smaller
suppliers, applauded by international organisations who in the
past have seen the food industry’s stringent requirements as a
barrier to market entry for these businesses.
The GFSI Board is composed of companies from all over the
world, and is fortunate to have the representation of two eminent
Chinese companies, China Resources Vanguard and COFCO.
These companies, as well as numerous other Chinese companies
and organisations, are also represented on the GFSI Technical
Working Groups. The Certification and Accreditation Administration
of the People's Republic of China (CNCA) is an honoured
member of the GFSI Advisory Council, a body of experts
providing perspectives on the implementation of GFSI’s strategic
objectives.
GFSI is further collaborating with China on its benchmarking
process, has recently signed a Memorandum of Understanding
with CNCA on collaboration on food safety and will sign a second
MoU with the China Certification & Accreditation Institute
(CCAI) so that GFSI can proceed with the benchmarking of the
Chinese Food Safety HACCP scheme.
GFSI has been developing awareness among local industry players
through the GFSI Roadshow in partnership with CCFA’s
(China Chain Store & Franchise Association) annual Food Safety
Conference since 2008. GFSI is also represented at leading food
safety events in China such as the China International Food Safety
& Quality (CIFSQ) Conference and the Food Safety Peak Forum
among others. Representatives from AQSIQ, CNCA,
COFCO and China Resources Vanguard attend the annual Global
Food Safety Conference on a regular basis, where the interest of
Chinese companies in the GFSI activities is growing.
A GFSI Food Safety workshop taking place on 28th March during
the 18th Franco-Chinese Economic Forum (organised by
CCPIT, CFC and DRC) and co-hosted with the Danone Group,
will highlight that a modern food supply network in a global
economy requires further collaboration by all food safety stakeholders.
This is particularly pertinent to the Chinese marketplace
in light of the fact that China is one of the world’s most important
countries in terms of food consumption, as well as one of the
worldwide leaders in food imports and exports. Feeding a growing
population whilst maintaining a safe food supply chain will
be a challenge, but a united food industry can meet this challenge
head on.
Aiming to strengthen communication and coordination with top
food safety regulators and key industry players in China, GFSI is
looking to work together with all Chinese stakeholders to improve
Chinese consumer confidence in food safety.
GLOBAL FOOD SAFETY INITIATIVE
The GFSI, managed by The Consumer Goods Forum, was set up
in 2000 to pursue continuous improvement in food safety management
systems, cost efficiency in the supply chain and, above
all, safe food for consumers worldwide.
For more information, please visit www.mygfsi.com
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15
THE CONSUMER GOODS FORUM
The Consumer Goods Forum (CGF) is a global, parity based industry
network, driven by its members. It brings together the
CEOs and senior management of over 650 retailers, manufacturers,
service providers and other stakeholders across 70 countries
and reflects the diversity of the industry in geography, size, product
category and format. Forum member companies have combined
sales of EUR 2.5 trillion.
The Forum’s vision is: “Better lives through better business”. To
fulfill this, its members have given the Forum a mandate to develop
common positions on key strategic and operational issues affecting
the consumer goods business, with a strong focus on non
competitive process improvement. The Forum’s success is driven
by the active participation of the key players in the sector, who
together develop and lead the implementation of best practices
along the value chain.
With its headquarters in Paris and its regional offices in Washington,
D.C., and Tokyo, the CGF serves its members throughout the
world. For more information, please visit:
www.theconsumergoodsforum.com
CONTACT DETAILS
Claudine Musitelli
VP, Ethical Sourcing and Food Safety Initiatives
The Consumer Goods Forum
c.musitelli@ theconsumergoodsforum.com
For GFSI in China:Yangying XU
GFSI China Chief Representative
Food Safety Programs
The Consumer Goods Forum
y.xu@theconsumergoodsforum.com
ECR Europe News
ECR Europe has new co-chairs
Mr Thomas Hübner, Executive Director for Europe for the Carrefour
Group, and Mr Jan Zijderveld, President Europe of Unilever,
have been designated as new co-chairs of ECR Europe during the
last General Assembly which took place on 8 May in Brussels.
To kick-off their new role, Thomas and Jan opened the 2012 ECR
Europe Conference by setting out the new strategic vision for
ECR – ‘The Next Generation’.
Jan Zijderveld started in the FMCG-industry as brand manager at
Unilever New Zealand in 1987. After that he held various senior
management positions from Sydney to Dubai and Rotterdam. In
2008, Jan moved to Singapore, as Executive Vice President of
Unilever South East Asia and Australasia. In 2011, he was appointed
to his current role: President, Unilever Europe.
Thomas Hübner has extensive experience in the food and retail
industry, holding senior executive positions with McDonald’s and
Metro Cash & Carry. He joined Carrefour on July 2011 as the
Executive Director for Europe (excluding France) and he is member
of the Executive Board of Carrefour.
New ECR Europe website
ECR Europe has launched its new corporate website. http://www.ecr-europe.org/
ECR Europe conference and Marketplace 2012
Nearly 600 participants attended the last ECR Europe conference
and Marketplace 2012 which took place in Brussels on 9 and 10
May.
The theme of this year’s conference was Digital, ECR: The Next
Generation.
New ECR Europe co-chairs Thomas Hübner and Jan Zijderveld
shared the results of a survey conducted throughout Europe by
McKinsey on the adoption, use and benefits of ECR practices in
the opening plenary session.
Second plenary was focused on how retail is reaching the consumer
in the digital arena: What principal trends are driving
change How will new technologies and social networking impact
the shopping experience Peter Hinssen concluded this session
presenting his vision of “The New Normal”.
Third plenary was focused on Growth and Sustainability: how
sustainability can stimulate innovation, and how top retailers and
manufacturers are integrating sustainability in their daily business
Four sets of four breakout sessions gave a concrete view and real
life examples of successful collaboration in 5 areas: Shopper, Sustainability,
Supply-Chain, Enabling technologies and Business
Strategies.
For the first time at an ECR Europe conference, delegates were
able to put questions to the main speakers, before or on the day,
thanks to new interactive facility. Discover all answers from
speakers: http://www.ecreuropeforum.net/Programme
To get more information, view presentations and videos, please
go to :
http://www.ecreuropeforum.net/Programme
15

ECR Australia News
16
We all know that the pace of change within our industry and society
is speeding up, driven by rapid advances in communications, technology
and an increasingly volatile trading environment. Increased
agility and flexibility have become must-have factors in 2012,
while efficiency, responsiveness and collaboration are also seen as
critical.
This year the fourth ECRA Annual Supplier and Retailer Convention
examines the explosion of data, including how companies are
starting to use large-scale data gathering and analytics to shape
strategy.
Technological advances are part of a wider societal trend in which
shoppers and consumers demand inclusion. Both manufacturers
and retailers are tapping into this trend, understanding that growing
social media usage will accelerate engagement, transform product
Loss Prevention Seminars prove a great success
ECRA hosted two extremely successful Loss Prevention seminars in
Melbourne and Sydney entitled “Sell More, Lose Less: Introducing
New Loss Prevention”. Both events completely sold out prior meaning
over 200 delegates were on hand to engage in collaborative discussion
and interaction and bring a broad view of the underlying
issues behind shrinkage and waste to the seminars.
Generous sponsorship commitment from Checkpoint and Asset Security
Concepts, along with administrative support from the Australian
Food and Grocery Council provided the opportunity to bring
excellent international speakers to the event, including Adrian Beck,
Head of Department of Criminology at University of Leicester
(UK); Colin Peacock, Director of Global In Store Execution at
Procter & Gamble; and Neil Matthews, Vice President Europe from
Checkpoint.
development, reinvent shopper marketing processes and supply
chains.
Businesses will need to be prepared to increase supply chain flexibility
ensuring their supply chains are fit for the future!
The 2012 ECRA Convention will share, thought leadership, case
studies, and targeted sessions:
Global Outlook - Understand how global trends will affect Australia/New
Zealand food and grocery businesses.
Retail Strategies - Understand retail strategies and what they mean
for your business.
Supplier and Manufacturer Case Studies - Harness ideas from leading
innovative manufacturers and suppliers.
Consumer Insights - Obtain a vision of tomorrow’s consumer
trends and the impacts on your business.
For further information and to register click here.
The major Australian retailers, Coles and Woolworths also provided
great levels of commitment to ensuring the success of the seminars.
Senior executives Andy Coleman (Coles) and Craig Partridge
(Woolworths) opened the Melbourne and Sydney seminars respectively,
with executives overseeing loss prevention at the retailers
Martin Sayer (Coles) and Danny Baldwin (Woolworths) presenting
their companies’ perspectives, plans and objectives at both seminars.
The seminars provided delegates the opportunity to benchmark
their own businesses against the ‘Loss Prevention Pyramid’ and to
use the ECR Loss Prevention Road Map, a tool designed to help
retailers and suppliers identify operational failures and develop new
ways to sell more and lose less. The New Loss Prevention concept
looked at why existing approaches are failing, the challenges presented
by new trends and technologies in retailing and why operational
failures are the root cause of most retail loss. In addition,
international examples of engagement between suppliers, retailers
and solution providers were explored.
The ECRA Loss Prevention
Group now has the opportunity
to consider the key
learning's from the seminars
as it formulates a platform
for driving success in loss
prevention in Australasia and
defines a structure best suited
to progressing the program.
ECRA thanks Checkpoint,
ASC and all those involved
in driving the success of the
Sell More, Lose seminars.
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17
ECR Australia News
Winning at the Shelf – New ECRA On-shelf Availability Project – update
ECRA is currently undertaking a new On-shelf Availability (OSA) project entitled Winning at the Shelf. The project is focused on
improving the execution of fixture (shelf and display) replenishment when stock is available in the store building but not on show to
the shopper. For example, stock may be physically available in the storeroom or on the capping, but not on display to the shopper.
Winning at the Shelf is part of ECRA’s ongoing commitment to OSA through its Winning programs which include
Winning in January
Winning with Promotions.
Information on the Winning programs is available at the website http://www.ecraustralasia.org.au/
Winning in January - 2012 REPORT NOW
AVAILABLE
Improving availability through the supply chain in January represents
a great opportunity to increase sales for suppliers and their
retail trading partners, and ultimately to provide better service to
shoppers.
Over the past three years the industry has come together through
ECRA's Winning in January program to understand specific pressure
points particular to January, consider root causes, establish
joint improvement opportunities and collectively work towards
improving service levels. Many tools have been developed and are
freely available to the industry.
Within our market there is a major focus on planning and operational
execution throughout December and over the Christmas
period, however January has suffered by comparison. Historically
and repeatedly we have seen a significant decline in product availability,
reflected in a decline in service levels to retail distribution
centres and stores of approximately 4 to 5% across the industry.
ECRA has again this year undertaken a data based approach to
reviewing service performance levels from retailer distribution
centres to stores for the period over Christmas and New Year and
the month of January 2012. The data set detailed in the recently
released Winning in January 2012 report provides a unique opportunity
to review whole of industry data since 2009. The report
can be downloaded by clicking here.
ECRA encourages trading partners
to review the report, consider
their business' performance
and engage with trade
partners to deliver further improvements
for 2013. By now
several categories are showing
clear trends which should motivate
and facilitate collaborative
efforts to engage and address.
17

18
Summary Page 18
Opening Address by the
Minister of
State Page 18
CEOs’ Panel Session Page
Page 25-27
Joint Keynote Address by Scott
Price, CEO Walmart Asia and
Harish Manwani ,COO Unilever
Page 20-24
ECR AP Award Page 28-31
Exhibitors
18

19
With over 400 delegates from across the region ECR Singapore
hosted the 13 th ECR Asia Pacific Conference in May 2012. The
theme this year was Touching Lives and Improving Value.
“Touching lives and improving value is an extension of the Vision
of ECR AP. We want to improve consumer satisfaction
while reducing total cost, inventory and environmental impact in
Asia. We want to make a difference in our consumer’s lives
through our leverage of scale as an industry.” -said Alex von
Behr former Co-chair of ECR AP
“ECR AP has three basic objectives – understanding future
trends, sharing industry best practices and networking between
manufacturers and retailers in Asia. This Conference is an important
means of meeting these objectives. A time to listen, a time
to share, a time to inspire and be inspired.” Anthony Rose Co -
chair ECR AP
We had a rich agenda for the participants including our opening
session from the Global COO of Unilever and the Asia CEO of
Walmart; CEOs’ Panel session and learning's around 5 different
topics:
Customer Value from Paul Galagher Diageo, Claude Ringuet
SAP and Dr Ahn Jae-Myung RetailTech.
Consumer Trends from Seah Kian Peng NTUC FairPrice and
Lies Ellison-Davis Kantar Retail Asia, Patrick Medley IBM, Terence
Foo Accenture.
Sustainability from Paul Prendergast Accenture, Nigel Bagley
Unilever, Rene T. o P&G.
Supply Chain from Ampy Cheung-Aswin Unilever, Toby Black
Chep, Denny Yang Metro China.
ECR Projects from Ian Williamson Accenture, Alfons Van-
Woerkom Unilever, Jeffrey Jotie Diageo, Lawrence Low, Chris
Cave Jones IBM.
ECR AP would like to say Thanks for all of the sponsors , for the
co-organiser ECR Singapore and for everybody who attended in
How did you see the conference
“Very good venue, content, organisation and ,as always a pleasure
to meet so many business colleagues in the same place. Congratulations
to ECR Singapore for the strong attendance and all
those involved in putting this together. Both CHEP guests and
ourselves enjoyed the event very much.” Nigel Branch (Chep)
“The conference exceeded expectations in many ways but we
need to focus on continuous improvement. To that end, I look
forward to our driving hard to better attract increased retailer
participation and attendance in Hong Kong. I think we are seeing
that the difference between good and GREAT is working
WITH our retail partners!” Pat Conklin (P&G)
“It is a very comprehensive and fruitful conference to meet industry
players and see the uptrends from the exhibitions. It is a
mega event that the industry should not be missed out.”
Heidi Ho (ECR HK)
“The Conference just gets better and better each time. The quality
of the presenters and content was a step up again this year “
James Layard (BT)
“As diamond sponsor for this event, SAP was delighted with the
caliber of attendees and speakers. The industry perspectives and
content were well communicated and insightful. As the leading
provider of software business solutions to the industry, it was a
valuable event for SAP to participate in and we will certainly
continue our involvement moving forward”.
Claude Ringuet (SAP)
“ The Conference gave members of ECR AP the chance to hear
and learn about the future direction of the FMCG industry in
Asia Pacific from the leaders themselves, provoking much discussion
and debate, as well as to explore specific aspects of the
ECR AP collaborative agenda in more detail, listening and engaging
with experts in their respective fields.”
Alex von Behr (Unilever)
the conference. And we would like to invite you to Hong Kong to
our next host country of the ECR AP Conference in 2014.
Conference related materials can be downloaded from : http://
www.ecr-all.org/content/category/detail/13939
EFFECTIVE CONSUMER
RESPONSE IS IM-
PORTANT IN REDUCING
WASTAGE
Minister of State for National
Development and Manpower
Tan Chuan-Jin has stressed
the importance of Efficient
Consumer Response (ECR) towards raising productivity, by reducing
wastage throughout the supply chain.
He was speaking at the opening of the 13th Efficient Consumer Response
Asia-Pacific Conference and Exhibition.
Mr Tan cited the example of implementing Cold Chain Management
Standards to help lengthen the shelf life of perishable products.
Adoption of the standards have enabled suppliers to save more than
S$260,000 per year. The lower operating costs has, in turn, benefitted
consumers in the form of lower prices.
Speaking after the opening ceremony, NTUC FairPrice CEO Seah
Kian Peng stressed the need for increased efficiency, especially in
the face of manpower constraints.
"In the current context, it's becoming even more important because
manpower is indeed, a constraint and if we don't try to adopt some
of these best practices, it will impact operations," he said.
"But if we do, and we're able to up the productivity, become more
efficient, we can actually keep costs down, and these costs can eventually
be passed down to consumers." source: channelnewsasia.com
19

20
Joint Keynote Address
Collaboration between manufacturers
and retailers to touch
lives and improve value
HARISH MANWANI, COO, UNILEVER
Scott Price: I like the theme of this year’s conference – Touching
lives, Improving value. Because whether retailer or manufacturer,
that is ultimately the purpose of what we do. We touch people’s
lives.
Given challenges the world faces today – of exploding population,
higher consumption, unemployment etc. no one company
or organization can create change all by itself. We have to collaborate
with each other where possible to amplify the manner in
which we can touch and improve the lives of our customers and
consumers.
We thought it would be appropriate to share with you four key
areas where our working together can be very productive. These
areas are:
Products, Consumer Value, People and Planet
Examples we share are primarily examples from Walmart and
Unilever, but we hope this provokes fresh thoughts on how to
better collaborate and leverage the ECR Asia Pacific association
for us to make even greater impact both as individual companies
and as an Industry.
Harish Manwani: PRODUCT
Unilever was founded over 100 years ago in 1885, when William
Hesketh Lever launched the world’s first branded and packaged
laundry soap, called Sunlight. In doing so he created not just one
of the world’s first consumer brands, but also a company with
strong social values with a mission to have our brands act as an
agent of social change. He also set out a vision for his new company
: It was:
… to make cleanliness commonplace, to lessen work for women,
to foster health and contribute to personal attractiveness,
that life may be enjoyable and rewarding for the people who
use our products.
All this from a bar of soap.
That mission has not changed to this day and I’ll come on to that
in a moment. Everyday products that we make and our business
practices are more important than ever in helping tackle some of
the big issues we face as a global community .
The
world
needs
growth
By
2020,
there
will be
7.6 bn
people
SCOTT PRICE, PRESIDENT AND CEO, WALMART ASIA
in the world. 1.8 bn consumers will move up to the socioeconomic
ladder, but there will still be 2bn consumers at the bottom
of the pyramid. Many people across the world today still lack
access to basic everyday needs such as clean drinking water, good
nutrition and basic hygiene. Simple products like soup, shampoo,
tea can provide a better quality of life that these consumers deserve.
This is an opportunity to improve everyday lives of billions,
and at the same time it is an attractive business proposition.
However, growth at this scale is not without its consequences.
We need to grow differently We are today consuming resources
at a rate greater than the earth’s ability to replenish them. If the
whole world consumed at the rate that Europe does, we would
need two more planets. If we consumed at the rate of the US, we
would need five.
But we cannot wish away consumption. We cannot deny billions
of people the opportunity to improve the quality of their lives.
However, our shared vision has to be to create a future in which
people improve the quality of their lives without increasing their
environmental impact. Hence we need to grow differently. We
need to find a way to grow within the limited resources of one
planet.
No. 1 in Dow Jones sustainability Index for 14 years consecutively
Last year, we set a new vision for Unilever, it’s expressed
through our Unilever Sustainable Living Plan, which just a few
weeks ago celebrated its first anniversary and published an inaugural
annual report.
Our vision is to double our business while reducing our environmental
impact and increasing our positive social impact. We
strongly believe that our brands and the way we do the business
has to be at the heart of the social change that we wish to see
around us.
Three key features distinguish the plan
First, it covers all our activities. It spans our entire portfolio of
brands and all 170 countries in which we sell our products.
Second, when it comes to the environment, the plan covers not
just the direct impacts of our factories, offices, lorries and laboratories.
It accepts that Unilever has a responsibility across the
lifecycle – from the sourcing of raw materials all the way through
to the energy and water needed by people to cook, clean and wash
with our products. We have reviewed our overall value chain so
see how we can achieve sustainability end-to-end across the value
chain. This analysis shows that our own impacts are small. 68%
of environmental impact is through people who use our brands.
This means we have to design products which allow consumers to
get the results they want with less energy and water. Changing
consumer behavior can make a big difference to global environmental
agenda.
20

Third, for us, sustainability isn’t just about the environment.
There is a social and economic dimension. Our products can make
a big difference to people’s health and well-being and our supply
chain supports the livelihoods of millions of people.
The Sustainable Living Plan has three overarching goals. By
2020 it aims to:
Halve the environmental footprint of our products
Source 100% of our agricultural raw materials sustainably.
Help more than one billion people take action to improve
their health and well-being
And at the same time whilst doubling the size of our business.
Our direct environmental impact
Of course, sustainability begins at home. Over the past 15 years,
in our network of 250 factories, we have reduced greenhouse gases
by almost half, water by two thirds and waste by nearly three
quarters. It’s a good start. But it is not enough just to put our own
house in order.
The “Big Difference”
The big prize comes from changing consumer habits and behaviors.
We know that consumers will not compromise on price,
quality or convenience for “greenness”. So sustainability has to
be built in to the design of the product. The good news is that
many consumers recognise they have a role to play in tackling
climate change. And the motivations for wanting to do so are the
same around the world – concern for family; a desire to make the
world better place for children and grandchildren; a desire to be a
good citizen.
This is where everyday consumer brands can play a role. They are
an ideal vehicle through which to help people take action and feel
that their collective efforts really do add up to make a big difference.
2bln people use a UL brad everyday. If our brands can trigger a
small sustainability action that multiplied by 2 bln will make a big
difference in the world. In our experience, brands that embrace a
social mission also grow faster. Let me give you some examples.
Comfort One Rinse is a fabric conditioner that enables people to
rinse clothes in one bucket of water instead of three, saving up to
30 liters of water a wash. At the moment it is only available in
parts of South East Asia, but if all our laundry brand users in Asia
and Africa used Comfort One Rinse it would save over 500 billion
liters of water a year.
Small and Mighty: If everyone used concentrated liquid detergents
we would save over 4 million tones of CO 2 per year, equivalent
to taking 1 million cars off the road annually.
Pureit: When we look at innovation through sustainability lense it
opens up new opportunities. We know that 1 billion people worldwide
are without access to clean drinking water. Our Pureit was
an innovation born out of this insight and we created a unique
water appliance that kills all harmful viruses, parasites and pesticide
impurities without the use of electricity or running water.
This is now a huge business proposition for us and we are committed
to reaching half a billion people by 2020. Business growth
& sustainability … hand in hand ….doing well by doing good…
Working with partners
We also recognize that we cannot change the world alone. We
need to work collaboratively with other like minded partners, like
yourselves. In this agenda, there are no competitors, only peers
and partners…
Here are example s of what we are doing together with Walmart.
Supply Chain
We’ve engaged on supply chain initiatives in many different markets.
For example in Mexico we worked with you on project
Tetris, like the video game. In addition to reducing the CO2 emissions
from the fuel saved, we also halved the number of pallets we
were using. And these were wooden pallets made from Chilean
timber. That was 18 months ago but it’s quite relevant as I saw
recent statistics that in Europe 30% of our industry’s truck miles
are shipping air. In the US that is 50%.
Suave: turn-off-the-top is a more recent US example… With
Walmart and our US brand Suave shampoo, we encouraged people
to turn off the tap while they lathered their hair, and save up to
€150 a year on their utility bills
A house with a message “Casa do Bem”
Another example is the project “Casa do Bem” which means sustainable
housing. Unilever's sustainable house shows Wal-Mart
customers how to live in an environmentally friendly way. As
part of the campaign, sustainable show houses have been installed
in the supermarket's Brazilian stores. Customers who step inside
hear messages and tips on how to lead a more environmentallyfriendly
life. The houses are built from recycled and environmentally-friendly
materials.
I started this presentation with our brand Sunlight ,and the vision
of Lord Lever to change the lives in Victorian Britain with a mere
bar of soap. It is ultimately the power of brands which triggers the
small actions that can make a difference to the world. 100 years
later, we still have a brand called Lifebuoy, which is one of our
biggest brands, and at the same time runs the biggest Hand washing
Campaign (140 million consumers across the world) . Hand
washing ( and therefore Lifebuoy) prevents more diseases and
deaths than many more sophisticated medicines.
Similarly, 100 years later our vision is still the same :
“ …help people feel good, look good and get more out of life
with brands and services which are good for them and good
for others”.
“brands have to be at the forefront of the social change”
21
21

22
Scott Price : CONSUMER VALUES
“ If we work together, we’ll lower the cost of living for everyone…
we’ll give the world an opportunity to see what it’s like to
save and have a better life.” Sam Walton
50 years ago Sam Walton opened our first store. His vision was
clear – to take quality products to the people in the USA who did
not have access to them (people not necessarily in tier one towns)
at the lowest possible price and provide the best value. Sam
Walton believed in saving people money so that they could live
better.
So Sam went from State to State in the USA replicating his model
of quality products at great prices. Over the last 50 years the
challenges have changed. Today’s global scenario is even more
daunting. Sam Walton’s vision of delivering value to the common
man and Every day Low Prices (EDLP) is even more relevant.
Poverty:
900 million people in Asia are living in absolute poverty.
This group of people is currently spending about two
thirds of their annual income on food.
Asia has 60% of world’s population but only 34% of world’s
cultivatable land
Inflation:
Food inflation is already up in China and in India.
In China food inflation rose by 11.5% in 2011 and in India
the food price index rose by 8.55% in 2011.
Purchasing Decision:
In Asia value and price are the biggest drivers for the purchasing
decisions of customers
79% of customers in China and 72% in India are making
their choice based on price competitiveness of products
Customers are putting ‘rising food prices’ at the top of their
list of worries (13% vs. 8% for ‘Job Security’ and 6% for
‘Children’s education and welfare’).
So clearly price and value are very important.
PRODICTIVITY LOOP:
Co-operation and joint business
planning with key supplier partners
such as Unilever ensure we
can operate for less, buy for less,
sell for less and Grow sales. We
call this the Productivity Loop.
This simple mission is responsible
for making Walmart the success
we are today - a 444 Billion
dollar Company with over 10,100 stores across the world.
In Asia we currently have operations in China, Japan and India,
with close to 150,000 associates.
I want to share with you a few examples of how our work in
providing the best prices to our customers is touching their lives.
In Japan when the tsunami struck on March 2011, we
had 24 stores in Sendai. Within a few hours of the tsunami, our
store managers had already started giving away items of daily
necessity from the parking lots of our stores. Within a few days
they were back full time to serve the communities that needed
help. Many of you in this room played a key role in supplying us
with the products most needed in Japan at the time. Water, noodles,
candles, soap. In total we donated 5 million US $, tones of
water and thousands of our employee volunteer hours to re building
the community. Post tsunami did research on the items that
were most important to customers. We then dropped prices on
the top 1000 items. Customers responded sincerely by posting
“Thank you” notes in the hundreds on the doors of ours stores in
Sendai and other parts of Japan. Most recently customers are
able to vote further via twitter for items they need price reductions
on.
In the UK, as part
of its concerted drive to improve
product quality and
value, at no extra cost to
customers, ASDA has unveiled
a New Quality Mark
Across 3,500 Products -
'Chosen By You‘
New ‘Chosen By You’
range with annual sales of £8
-£9bn is largest, single, own brand re-launch in UK retailing
history
£100m invested by retailer benchmarking, testing and reformulating
products to improve quality
3,500 individual products independently tested by Cambridge
Market Research in just nine months
40,000 consumers took part in 200,000 blind taste tests
across the UK
In India our Best Price wholesale stores are serving
small businesses and helping them delight their own customers.
Best Price stores help our customers (in this case small stores)
become more efficient through increased savings, more reliable
fill rates and higher quality produce. We have even set up a
“kirana” in our Best Price stores where we educate small shop
owners on how best to display, stock and sell their wares. We
are only able to delight our customers thanks to the very strong
partnerships we have with all of our multiple suppliers including
Unilever . So I must thank all of you. Some examples:
Sugar Loose, Fresh Chicken and other fresh produce
Over 90% of goods and services sold are locally sourced. This is
an important first step to eliminating waste in fresh supply
chains.
22

Harish Manwani : PEOPLE
“The future ain’t what it used to be!” And we live in a VUCA
world – volatile, uncertain, complex and ambiguous . As the
business folks I am sure all of you recognize this. Behind this
dark scenarios of economic crisis lie some fundamental shifts that
will alter the future and the way business will need to be managed.
..And the people who manage the businesses
3 big seismic shifts
D&E : By 2020 more than half of consumption will be in D&E,
probably faster. Asia will be the largest consumer market in the
world, overtaking US.
Urbanisation : 60% of worlds GDP is in 600 urban centres. In
China, more than 200m people moved into Urban in the last decade,
the ever fastest urbanization in human history
Digitalisation: More than 2 bln internet users, and growing fast.
And digitalisation already changes the way we live, operate and
do business.
Sustainability: We have spoken about sustainability and how
this will shape the future. In a resource-constrained world, sustainability
will be the license to operate.
And ..War for Talent
Growth, particularly in D&E world is not without its challenges,
notably the war for talent – both quantity and quality. In a world
obsessed with economic capital, we have to remind ourselves that
human/intellectual capital will drive the future of our businesses.
Attracting, developing, retaining top talent (that can operate in
new reality) is therefore key to future success.
Unilever is in Top3 employer in FMCG in 27 markets – Employer
brand is key. Our brands are key, but perhaps more important
is the employer brand which decides our ability to attract the
right talent. For Unilever, brand share is important. But our employer
brand ranking is equally important. We are proud, particularly
in the fast growing emerging markets, we enjoy a reputation
as an employer of choice. This is key to attracting top talent.
Developing / Retaining top talent
Attracting top talent is important, but so is retaining/developing
top talent and leadership in the organisation. This new world requires
new capabilities and also implies a new context for the
role of leadership. Hardware of leadership- ORGANISATIONAL
READINESS- is about sustaining competitive advantage through
strategic clarity and executional capabilities of the organization.
Its about delivering exceptional business results. Software of
LEADERSHIP is about building organization character. Quite
simply this is about commitment to values and living them.
Good times or bad times.
Let’s pick up the “ORGANISATIONAL READINESS” .Is your
organisation ready for this new world The key question we
have to ask ourselves is . Do we have the Talent/ skills/ organisation/
culture to match our growth ambition
Celebrating diversity
Unilever Brazil signed an agreement with Wal-Mart and 50 other
companies to support and accelerate women’s development specifically
for:
Development of women inside their organizations
Development of women in supply chain
Social inclusion of women
Valuing the image of women in society
Global Leadership Development
– Four Acres Singapore
Developing leadership in emerging
markets ( both for D&E and
the D) is indeed an integral element
of raising a diverse organisation.
With that in mind, we are setting up a 2nd worldwide
4Acres Leadership Development Centre in Singapore. Aiming to
be operational in 2013 and investment amounting to E44m.
THE SOFTWARE-LEADERSHIP
Now, let me talk about even more important agenda - developing
the right leaders-the leaders that build organization's character…
the leaders that commit to values and live them. Good times or
bad times.
Abraham Lincoln once said
“ Nearly all men can stand adversity, but if you want to test a
man’s character, give him power. “
The Software – the 4th dimension of growth
In today’s world where business leaders are much maligned there
is a dimension of growth that is emerging critical. Consistent/
competitive/profitable growth was always seen the key driver of
business and share holder value. More than ever, this will differentiate
companies where people will work and companies which
people/consumers will reject.
True North
Business needs leaders that recognise that there are some nonnegotiable.
They recognise that the “True North” of organisations
never changes.
Ultimately, an organisation like ours that offers products in 190+
countries cannot be policed on the basis of good processes and
audits. The glue that holds the organisation together are these non
-negotiable and the shared values.
Unilever values
These are the values Unilever committed
to…From Nigeria to Netherlands…
from Uganda to United States.. This is
the Ying&Yang of developing people
which create powerful sustainable businesses – building organisational
capabilities and creating a “purpose driven values led”
organisation. Organisations are about people but it is good leaders
that grows good people.
23
23

Scott Price PLANET
PLANET is extremely important to Walmart.
Every single one of us in this room has a role to play in saving
our planet. I was delighted when I heard that the ECR Asia Pacific
team has set up a sustainability committee to share best
practices in this important area because I believe this is one area
in which we can collaborate far more than some other areas.
And if manufacturers and retailers can collaborate on sustainability
and share best practices, what an impact we can have on saving
our planet.
Hunger:
Asia will have over 2 Billion Middle class by 2020. We will
be the largest consumption population region in the world.
542 Million or over 50% of the global population suffering
from hunger will come from Asia Pacific region
By 2025 the demand for energy will increase by 50%, food
demand will be up 48%.
Pollution:
75% of Southeast Asia’s original forest cover has been destroyed
500 million people in China lack clean drinking water
The total number of cars, trucks and buses in Asia is doubling
every seven years.
We have a holistic approach to sustainability involving operations,
associates, customers, communities and operations.
Amidst all of these challenges. Walmart has been pursuing a path
of sustainable growth. In 2005, Walmart set forward three broad,
long term sustainability goals.
1. To be supplied 100% by renewable energy
2. To create zero waste and
3. To sell products that sustain people and the environment
Suppliers:
We have four major areas of work with our supplier partners on
sustainability.
1. Joint programs on sustainability
2. Supplier development programs
3. MSP sharing
4. Our sustainability index.
Joint programs wit Unilever in Asia on sustainability:
We’ve made it a priority to stock and sell items that are more
sustainability focused. With Unilever, in addition to the programs
that Harish talked about, we’ve done key sustainability
programs including the “Green Lux” program in Asia. This
campaign is to encourage customers to recycle old shower cream
bottles India Recycling of plastic bottles and pouches in 30 cities
Supplier development programs: In China we’ve
worked with over 300 supplier factories to improve their energy
efficiency. 143 of these factories have already achieved a 20%
energy efficiency improvement. This translated to an energy
savings of 514 Million Kwh equivalent to reducing CO2 of
411,000 tons.
MSP sharing:
Another area of
best practice is
our “My Sustainability
Program
(MSP). MSP places
ownership on every individual to have a personal plan to help
the environment. Given the fact that Walmart employs over 2
million associates worldwide, this has considerable impact. Japan
organization is a great example. Over 75 % of our employees
have a MSP More important however is how our extended
Walmart family of supplier partners now is being provided access
to MSP. We now provide a royalty-free license to organizations
interested in adapting MSP for its employees or stakeholders.
To date, 35 organizations, including UPS, Unilever, J.B.
Hunt, United Healthcare and others, have taken advantage of this
licensing opportunity since its release in September 2011.We are
always looking for the next big opportunity to partner with Companies
like Unilever with whom we have a very active sustainability
partnership. Together we can do more.
Our sustainability index: Finally, in 2011, we began to
integrate a Sustainability Index into our business. This new retail
tool will assess and improve the sustainability of our products.
We have worked alongside The Sustainability Consortium and
its more than 90 members – including suppliers, academics,
NGOs and other retailers – to develop the research and metrics
behind the index. Over the last year, we used these metrics to
develop our first category scorecards to help our buyers evaluate
products, and we expect to develop scorecards in up to 100 major
categories by the end of 2012. We hope over the next few
years we continue to partner with you in the area of sustainability.
We believe this is one of our most important responsibilities
– to protect the planet we live on.
Harish Manwani
“In the next two days you will be hearing about and discussing a
wide range of ways in which we, as ECR AP members, and as
manufacturers and retailers, can work together collaboratively to
improve the lives of our consumers in Asia Pacific. We can do
this by working both on the supply side of our businesses and by
creating improved services for our mutual customers, whether
from improved logistics solutions to On Shelf Availability. Scott
and I wish you an interesting and fruitful conference in the hope
and expectation that we can all make a difference in touching the
lives of our consumers and consistently improving the value we
give them”
24
24

CEOs’ Panel Session with
Scott Price, CEO Walmart Asia
Harish Manwani, COO Unilever
Seah Kian Peng, CEO, NTUC FairPrice
Glenn Jordan, President, Pacific Group, The Coca-Cola Company
Moderator :Chris Cave Jones IBM Global Business Services
Chris: We often hear Asia being described as the growth engine for
consumer products manufacturers and retailers. How much further
does this growth engine have to go
Scott Price: I am not macroeconomist but I think yes there are areas
globally where GDP is uncertain but in relative terms, Asia continues
to have far greater growth than any other continent. I think there
are even more commitments in Asia: many companies have moved
their research facilities here; offices are moving to Asia; global
products, global brands are managed from the region. I think the
opportunities are still there but the challenges are very similar to the
ones we had many years ago. They are:
Relevant products- everybody tries to customise their portfolio
to meet the Asian taste
Asia is the economy of the largest middle class in the world, the
highest level poor in the world. It means that the required price
point is very different from any other region in the world.
The impact on the planet. As demand grows how do we ensure
that it is sustainable to the environment
Overall we are very optimistic about Asia. Asia will be the engine
of growth. I do not think it will change any time soon.
Chris : Harish, how it is from your perspective You are doing a
global role. How important Asia is from your point of view
Harish Manwani: It is mission critical. If you look at the developing
markets it gives 55% of Unilever growth. Unilever is an emerging
market company even if its roots go back to Europe. The important
point is: we tend to treat Asian countries as one market, but they are
all different markets. You have the ability to segment markets and
the ability to serve consumer at the mass end, middle end and top
end. This is the winning strategy. The only other thing to add is:
talent. I do believe it is the major challenge in this growth: you do
not have the talent base who will take this business where it needs to
be.
Chris: I am hearing there is still optimism towards growth in Asia
but it is complicated. Kian Peng you run a business here in Singapore.
Could you characterise Singapore as a high growth market
Seah Kian Peng: Singapore is a market where customers are very
sophisticated, very well-travelled and they like to see new products.
Singapore is a good market for companies like Unilever and Coca-
Cola to try their products here and then introduce them in different
countries. But every market is different, different customer segments,
cultures. Singapore continues to grow, the purchasing power
is strong therefore I think there is still room to grow further together
with business partners. We are optimistic about the future.
Chris: We are in an ECR conference in Singapore, but is ECR relevant
in Singapore
Seah Kian Peng: It is relevant in every market because in the end
ECR is customer driven, getting the right products to the right
place on the right time, and we need to do this in the most efficient
manner possible. We have to eliminate cost and that is the interest
of all parties. I was impressed with what I heard from Harish: Responsible
growth; and from Scott: My sustainability plan. These
are very important prerequisite to what will drive companies going
forward. If we do it right everybody will win.
Chris: We heard earlier from you Scott that ECR aims to provide
better value and eliminate waste. Is it equally valid in this rapidly
growing market as well
Scott Price: Absolutely. We are much focused. It is part of every
leader’s personal KPI’s and also part of their compensation is tied
back to sustainability. In developing markets we have the greatest
opportunity and the highest CAPEX. In India nearly 40% of produce
is lost, in a country which has 3 time population of the USA
and one third of the land mass, so there is very little room to have
wastage. We hope that the Indian government will allow more investment
in this back end. I think developing markets have huge
opportunities but even developed markets have CO2 related challenges
in transport. These are just as relevant as developing market
challenges. They are different but equally important.
Chris :We heard that 2 billion people use Unilever product every
day. Coca-Cola must have a huge number of consumers who nearly
every day touch its product somehow.
Glenn Jordan: We believe that current trends in Asia are nonstoppable
from demographics, economics point of view. We will see
growth in the next 20 years. Our business in Asia, which includes
mature markets like Japan, Singapore, Australia, Hong Kong they
contribute a lot to total company growth. Asia as a whole is 20 % of
the growth. If we take out those developed countries then it is more
like 40-50% of the contribution. It is important that we all bring
learning to the sustainability dimension. We all try to capture more
income with the right products at lower cost. What is new that we
need to do it in a sustainable way. Asia has great opportunity and
the fact that we can do it in a sustainable way is fundamental. And
you say Harish that is not only building capital but building talent.
The
only
constraint
we have
at Coca
-Cola is
to build
capabilities.
Chris Cave Jones, Scott Price, Harish Manwani, Seah Kian Peng , Glenn Jordan
25
25

Chris: Touching Live Improving Values: We often hear that branded
goods companies try to form relationship with consumers and
individuals recognising the uniqueness of all of us. How do you do
that when there are billions of us
Glenn Jordan: That is a wonderful
question. We look at the current
development of technology and
digital marketing and that is the
best ever opportunity for a business
to do marketing. I have so
many examples. One of our customers
created a Facebook page
for us. Our consumers are doing
our marketing for us 10 to 20
times over. It is the future. Now it
is only the beginning.
Chris: So it seems that digital
Glenn Jordan
channels are important and businesses
have high expectations of
the benefits from engaging digitally with consumers. So Harish how
are digital channels treated in Unilever
Harish Manwani: There is one single trend what will change the
world: emergence of digitalization. Both in the way we do business
and the way we market our brands and talk to consumers. If I take e-
commerce this is unstoppable and these are trends which will
change the way all of us do business. Of course it is not that simple
and you still need fulfillment. The other bit is how we talk to people.
It is fundamentally changing. It has completely changed comparing
how we did marketing 3 years ago and how we do it today.
The big change is the control. We all controlled our environment.
Now it is all about earning media. Consumers are creating content.
They take brands into their own hands. It is not in your hand anymore.
What we are doing is to train people in the organisation who
are comfortable with these trends and technologies. In the last one
year we had the most extensive training in what is happening in the
digital world. I have a mentor who just joined the company. Younger
people are better in this. So the first important element is Awareness
in partnering.
Second: Work together and see whether we can bring some method
into this fast growing viral environment. Both the way we talk to
consumers and the way it moves from own to earn are important.
Last bit is the impact of digital: The importance of organisation reputation
and character. You do something wrong today the world
knows it today. The idea of closed door and running business from
offices are gone. Our business is not owned by us. The consumers
own the business.
Chris: I would like to have a retailer view. How can you maintain
collaboration with suppliers when your goals are not aligned Isn’t
conflict inevitable
Seah Kian Peng
26
Seah Kian Peng: The
key for parties is to sit
down to talk and align
the objectives. If you
are open and honest
enough then it is possible.
It can be win-win
situation. The key is to
understand each others’
objectives, find the commonalities, align some of these and work
out the business plan accordingly. This is not new here. Many retailers
do it. We would like to do even more. It has achieved results.
With regard to digital, there is no way to get away from online
trends. Running away from it won’t help. If you get into it you will
learn from it. If you do good things, the customers will know it also.
It’s not only about bad things. That is the power of social media.
Glenn Jordan: Let me jump into potential conflicts between retailer
and manufacturer: there is a different mental model we call it constructive
tension. There are always going to be differences but if you
have the same objectives in your mutual case of serving customers
better then you always find areas to work on together. We should
carry a different mental model: not conflict but constructive tension.
Working together we will come out better.
Chris: Do you think this has become how we normally do business
Do you think that the collaborative model is embedded enough
Glenn Jordan: We are all learning. It is happening faster here in
Asia. Probably in 2 years’ time we will say yes we understand collaboration.
Scott Price: All of the comments are very relevant. 8 years ago Facebook
did not exist. The changing behavior is extraordinary. In
Japan for example 50-60 year old customers are very comfortable to
go on line. The challenge collaboratively is to manage the digital
reputation. Trust becomes even more critical. There is huge daily
vote on branded products whether you should select one product or
another. There is a big challenge of things spreading very quickly
even if they are not true. It can harm your reputation very quickly.
So you have to much more proactively offset.
Chris: I guess you have to monitor closely what people are saying
online and be aware of what is being discussed.
Scott Price: Most multinationals have an emerging social media
strategy. We have a lot of work to do. Today I do not think that anyone
is 100% confident that they understand and react properly.
Glenn Jordan: Back to e-commerce: Asia is leapfrogging in technology.
Asia is going to be bigger in e-commerce than any other
continent. We have such a unique opportunity to shape the future. It
is happening now.
Chris: IBM surveys say that Asian consumers are far more willing
to adapt this interaction method.
26

Chris: Back to talent development. What do you think it is best
practice What should companies do to attract the best talent and
help them grow in this fast growing market
Harish Manwani: I am sure there are many best practices in companies.
From our point of view:
1. Recruiting talent: we take 800
management trainees each year and
most of them are in emerging markets
now. We believe that building
local talents is critical. Also you have
to understand the 80% of the population
is here so there are a lot of talented
people
2. Making sure that you train people
a. send them to training etc. b. you
have to leverage the power of our
presence in 170 markets.
The good news is that 90% of our employees are local, but large
numbers of them have worked outside.
3. We have to change the way we look at talent: Earlier, multinational
said Think Global Act Local. It has to change. I do not
want people sitting in China thinking global. I want them to think
local. Consumers in China won’t say that I am a global consumer.
So you have to THINK LOCAL and at the same time ACT GLOB-
AL. It is very important to build talent with local insight. The balance
between local and global is absolutely critical. Building local
insight and thinking local is critical. In India when you join as a
management trainee from anywhere from the world you spend 2
months living in a village, actually working on community projects
in villages. Once trainees do it they love it. This is how you keep in
touch. You cannot become a marketer unless you sell soap in the
villages. This is a value system that makes good successful businesses
and builds talent.
Chris: I don’t think Harish knows this, but I started my career as
Unilever Management trainee! How about you Scott How do you
attract and retain talent
Scott Price: I did not actually start as Unilever Trainee but as Coca-
Cola trainee! The demographics of workforce and the demand dynamics
has changed dramatically. You used to have time to develop
people before they were tasked with financially huge brands. With
the speed that the multinationals came to Asia they all built multibillion
businesses. But the education processes was not able to keep
up. We are all struggling and there is a race for talent. The demographics
also change dramatically. You have markets where the
aging of the population is significant. You have markets where females
are not allowed to engage in the workforce. In Walmart we
try to address these gaps. We have training programs for females.
But the net at the end is eventually you need a more locally empowered
talent pool. 99% of our employees are local but we have higher
turnover rate. So we try to figure out programs to more engage talent
in long terms careers. I think it will take 20 years until the
education and the experience curve caches up with the demand.
Chris Cave Jones Scott Price Harish Manwani
Audience question (Ivett Nagy): I am very frustrated as a shopper
when I do not find my product on the shelf. I know from ECR that
you spend a lot of money on supply chain and somehow it still does
not work properly. What are you going to do about it
Scott Price: Oops! In fact I met several suppliers on this topic yesterday.
I feel for them. It is not easy.
Glenn Jordan: Vice Versa
Harish Manwani: I think it is such as
important point. We talk about strategy,
but execution is strategy in our
business. If you cannot deliver the
right product to the right shelf in the
right channel every day you won’t
win. I am sure everybody in our business
understands that our P/L is determined
by the last mile of our business.
I really believe that the work
we do with partners to try to connect our supply chain is helping us
doing this. I do not say that it is perfect. If it was than we would not
have a job. This is an on-going thing. Expectation from service level
is rising and honestly it is good for our businesses to have higher
and higher expectations.
Glenn Jordan: It has to be on the top of our agenda. It is an issue of
capabilities, an issue of dislocation between the speed we are growing
and the speed we build capabilities and it is a good reminder
that we have to work collaboratively. It has to be at the top of our
agenda.
Seah Kian Peng: We still have to make sure that we do our basics
better. Going back to Human Capital: It is key in everything. I
would like to touch this point: we see that people join a workplace
for a variety of reasons: remuneration, career aspects are important
but other aspects are increasing: whether they believe in the values
of the company, such as sustainability.
Glenn Jordan: 20 years ago we never had this challenge with talent.
The reality is that there will be a lot of rotation, mobility. So the
companies that people will choose are the ones who can think differently.
So companies have to build processes which allow that to
happen without interrupting the business.
Harish Manwani: In the past we always talked about loyalty as premium.
It has to be shifted from loyalty to commitment.
Glenn Jordan: We think about formation and not organisation.
Scott: Price: One customer gave us this feedback in China:” We
want you to have this cereal. This one but without the raisins.” Customers
are becoming incredibly demanding. We used to think that
50,000 SKUs in a store were enough to satisfy our customers. But
that is why people rushing on-line. Because they can find 100,000 -
1 million SKUs. So it is not only a supply chain challenge but also
customers are demanding much more than a retailer could potentially
provide. So it is an interesting dynamic. Customer demand is a
very powerful engine of change.
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28
ECR Asia Pacific Award
It is a recognized practice in ECR Asia Pacific to recognize
the best cases around the region which shows exceptional level
of collaboration and drives value for all of the parties.
The beginning of 2012 we reached out our companies asking
them to submit their case studies where they work collaboratively
with their trading partners. We received 28 exceptional
examples (see in table). Every of them met the criteria's which
were:
Contribution to the development of ECR.
Degree of collaboration demonstrated.
Value created for consumers.
Benefits realized.
Presentation style.
The judges had a very tough job to reach the 3 finalist. The 3
cases what we have invited to be presented in the conference
are the best of the best.
All 3 cases in their own way demonstrated the spirit of ECR
In line with our judges decision the ECR AP 2012 Award
medalists are:
GOLD medal: e-Commerce Innovation by Procter
& Gamble China and Yihaodian.com– Page 29
SILVER medal: Consumer Value Creation
through Joint Promotion & Event Forecasting by
Tesco India and HUL India—Page 30
BRONZE medal: Logistic Distribution Integration
Drives Supply Chain Optimization by Metro
China, Procter & Gamble China, Unilever China– Page 31
We would like to say thanks for all of the submissions and for
the judges.: for Chris Cave Jones, Wong Tack Wai, Apolonia
Kersh.
Anthony Rose, Chris Cave Jones, Wong Tack Wai, Apolonia Kersh, Alex von Behr
Project Country Companies
Loss Prevention Program Australia 17 companies
End to End Consumer Driven
Supply Chain Philippines P&G, Puregold
Joint Business Planning
Creating VALUE to Customer by
Maximizing
On-Shelf Availability
Singapore
NTUC Fairprice,
Nestle
Watson, Colgate
Philippines Palmolive
Customer Implant Project Thailand
Tesco, Colgate
Palmolive
Distributors Engagement Initiative:
Good Warehouse Practice Malaysia Colgate Palmolive
Global data synchronization network
(GDSN)
Vietnam
Metro , Colgate
Palmolive
End-to-End Supply Chain Promotion
Management - Win-Win Solution
for Retailer & Supplier Business
Growth China Unilever, Vanguard
Shelf Ready Pack China Unilever, Metro
OSA China Unilever, Tesco
Palletization Delivery China Unilever, Watson
Logistics Distribution Integration
METRO,P&G, Unilever,
Vinda, UPM,
Supor, Sinotrans
Drives Supply Chain Optimization China Logisitics
Retailer/Supplier Synergic Process
Integration for Joint Value Maximization
China Vanguard P&G
Standardized Goods Receiving China P&G Wal Mart
E commerce innovation China P&G, Yihaodian
Distributor Supply Network Reinvention
China P&G
A master data reinvention journey
in China retail Industry China GS1, P&G
BJHL Supply Chain Visibility
within Collaborative Framework China P&G , BJHL
Business collaboration & customer
availability
Pakistan
Shrinkage Control - Gillette Safer
Case Project
Metro, P&G and
AbuDawood
Singapore P&G, Watson
Strategic Partnership - Joint
Business Planning
Singapore
P&G , NTUC Fairprice
Guardian Next shopper based
Store Design Project Singapore P&G , Guardian
Collaboration- Driving Joint Value
creation for Retailers and Manufacturers
Thailand Tesco, Diageo
Consumer value creation through
joint promotion and event forecasting
India Tesco, Unilever
Palletization Delivery China Unilever, Watson
1 Team India Unilever, Metro
Homeplus world 1st virtual store Korea Homeplus
Central Warehouse Project Vietnam Metro, P&G
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ECR AP Award WINNER
E-commerce Innovation
Serve more shoppers, in more part of China, more completely
By Procter & Gamble China and Yihaodan.com
29
Eddie Hu-Emerging Channel General Manager Procter & Gamble
The General status of e Commerce in China:
China is big and fast growing in e commerce.
1. Within next couple years e commerce will be 9% of total
retail what is huge
2. The potential is very big. 1/3 of Chinese people is using internet.
1/3 of them are e shoppers.
3. However if you compare it with USA or Korea we still have
a huge room to grow.
The conclusion is: the absolute number is big but the potential is
even bigger. China is #1 Internet/eShopper Market, with huge
potential.
Understanding our shopper is basic. Why people shop online
1. Convenience- To avoid going to the store costumer save
time. To shop anytime :Our peak hours are 10-11 PM at
night.
2. Value– To compare prices and save money
3. Selection- To buy things not available in your local area To
buy things not available in China. For example in Tibet
what is 5000 KM away- we sell Vidal Sassoon hair product
on line what we can hardly see there in the shops.
How P&G as a company works in the e-commerce
Broader coverage- work with most of the e commerce retailers
Model to fulfil the e-shoppers need: 4 C model Catch-
Connect-Close-Continue
4C MODEL:
It is like a wheel. Integrated brand
building plus sales model on line
It is to talk to online shoppers in each
critical moment:
•When they generate purchasing intention
•When the make up their mind
•When they decide which brand they
buy
•Recommend anything else what they
can buy
•Hook them back to make them a loyal shopper
SALES = Traffic (PV) * Conversion * Basket Size * Repeat
This formula explains how this cycle generate sales
Catch is to help to drive traffic in your website
Connect is to drive the connection with the shoppers
Close is to offer 360 degree offers to make sure they buy something
at least 1 item. Beyond this 1 item we want to expand their
basket.
Continue: We do expect to come back and shop again
Liu Jun
Ling CEO
Yihaodan.com
Alex von Behr, Liu Jun Ling, Eddie Hu, Anthony Rose
Yihaodian is an online supermarket that provides its customers
with a superior customer experience, a vast selection of products
and low prices. Yihaodian offers its 20 million-plus users more
than 250,000 SKUs over 13 product lines.
Yihaodian enjoys a reputation as the fastest growing e-commerce
company in China.
We are only 4 years old but having a complex model. Yihaodian
sources product , develops system and even deliver goods itself
with 6000 employees.
How do we use 4 C model to make business better
CATCH: Drive high quality traffic together. Website union:
P&G and us did co branded campaign. In 2 months we managed
10 million page view and doubled the sales
We have EDM/SM/DM system. At the same time P&G had a
huge campaign in a big show called China Got Talents. We integrated
that campaign in our EDM system. As a result Head &
Shoulders sales went up by 70 % and the whole haircare product
category with 60 %.
CONNECT: Provide Best e -Content to Shoppers
Once you have traffic we have to make it attractive. First we
focused to FMCG products. Initially we took pictures ourselves,
put them to the website and started to sell them.
But we had to do it better. It has to be more vivid with all information
costumers might need.
And now it comes the moment of true: CLOSE
We have to close the deal. Trade in Trade Up and Trade Across
During the Olympics where P&G was one of the major sponsor
we had specific campaign and offered limited edition of product
for a few weeks. The result was amazing. The sales was tripled.
Customers can do DIY Virtual bundeling to save money and also
Virtual Gift Packs
We have to CONTINUE: the 2 team has to work together very
closely share a lot of data together.
75% of orders coming from old customers, 25% from new. That
shows loyalty. We have driven the traffic, We have converted,
we have enhanced the content. we have closed the deal and continue
to drive customer loyalty. But this is still the very beginning.
A lot is still coming.
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ECR AP Award Silver
Consumer value creation through Joint Promotion & Event Forecasting (JPEF)
“Being each others’ best business partner”
Ganesh Ananthanarayanan General Manager Modern Trade
HUL
In 2011 when we started the project we said our common intent
is to move to share of wallet to share the heart of the shoppers.
That is what will give us value on the long run.
Background In India:
Modern Trade business in India has close to “TRIPLED” in the
last 5 years. At the moment it is 8-9%. There are a lot of demand
and supply drivers for this growth.
Operational Complexity in India:
MRP: India is amongst 3-4 countries in the world having
MRP (maximum retail price) regime: none of the product
can be sold above a maximum price. The band of operation
is very narrow.
Tax situation is different in every state which means both
retailers and manufacturers have to have Distribution Centers
in every state. Unilever have 42 DC s in India. Having
over 1000 SKU we have 40 -45 thousand SKU DC combination
to work with
Challenging infrastructure
All these factors make it a complex country to operate in.
As a plus the Indian Consumer is a very demanding lot who
wants the “Best Deals Everyday”
Uday Varma (Commercial Director, TESCO India)
From retailer point of view price and promotion are very important.
Modern trade is still only 9 %. Driving the shift from
traditional trade to modern trade is the value what costumers get
in large stores like TESCO. This was fueled by macroeconomic
factors also so consumers wants to save more and looking for
promotions.
Different research shows also :
Customers are actively looking for promotions going from
25% to 39%
Customers shopping at 2 or more shops consistently is growing
from 11% to 29%
That leads us to the criticality of promotion planning and improved
forecasting of major promotions/events These are the key
to drive up :Service levels, Availability/ OSA, Customer satisfaction
and Market share.
Seeing all of the external and internal factors you can imagine
that forecasting is extremely difficult. That forced us to see how
we could do this part of the business collaboratively. Unilever
and Tesco has decided to do joint promotion and event forecasting
with the following objectives:
By Hul India and Tesco India
Reduce opportunity loss
Reduce excess inventory
Customer delight through high availability of promotions
that have a unique value proposition
Vijay Nehra Customer Service Director Modern Trade HUL
We looked the promotion planning from technical and adaptive
aspects. Technical aspect is easier. The adaptive part where you
start to share information with transparency is more challenging.
Joint Promo Plan – Guiding principals
Common focus to grow specific categories, based on
improved consumer and shopper satisfaction,
greater volume
greater turnover
higher profits
Common goals, objectives and decisions must be based on
facts and data
Parties must be committed to implement it & willing to
spend the resources necessary
Erika Vida (Supply Chain Director, TESCO India)
As a result of our Joint Promotion and Event Forecasting:
For Consumers:
TESCO ranked No. 1 by shoppers in CQT Tests on Promotion
/ Price perception
Higher loyalty seen through better promotion purchase
Better savings for the family in a volatile macroenvironment
For TESCO
TESCO gains market share – move up from 5.6% to 6.2%
post execution of JPEF
OSA & Service Level > 97%
10% improvement in “days on hand” through forecast accuracy
improvement of 2100 bps
For UNLIVER:
Unilever gains market share in TESCO – improvement of
170 bps
Higher brand loyalty / stickiness to Unilever brands
2% sales growth through the collaboration
30
Minimalistic forecasting error
Alex von Behr , Anthony Rose , Vijah Nehra , Erika Vida , Ganesh Ananthanarayanan
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31
ECR AP Award Bronze
Integration of Logistics Distribution Drives Supply Chain
Optimization - Collaboration among producer, retailer, and 3PL to drive change in FMCG & retail industry
By Metro China, P&G China, Unilever China
Denny Yang Head of Supply Chain and Logistics METRO China Alfons Van-Woerkom Customer Service Director Unilever
In China, most big producers already have their distribution network,
while recently many retail giants have started to build up
their own distribution network.
Is there any chance to integrate the distribution networks and
build up the supply chain excellence for both parties
Metro China raised a challenge: Can big producers’ existing
distribution be integrated into retailer’s distribution network and
change
the existing
model
as below
With logistics
integration
we
could
have continuous
Supply Chain Performance Improvement like:
Leaned supply chain & better chance for profitability for
both parties: no need for distributor
Simplified and efficient ordering, order processing, invoicing,
payment & administration
Efficient goods receiving at DC & store
Backhaul sharing & pallet delivery
Master Data and GDSN
For This initiative Metro reached out several suppliers including
big, medium and small sizes.
Lin Hu METRO Customer team Director Procter & Gamble
P&G is the pioneer and the first leading supplier to work on
changing the distributions center system in China with Metro.
Metro has 54 stores across 39 cities. This is already a mass distribution.
But in 2-3 year Metro will open 100 stores in multiply
cities . Can you imagine what type of mass supply chain would
be needed
That brings DC integration idea comes necessary.
For P&G this is a
learning journey
rather than a project.
In the last 3
years we have
been working together
as a team.
As a result of these
3 year: we improved
our supply
chain KPI’s These
KPI will become a joint scorecard of the 2 companies.
What collaboration delivers It delivers sustainability. This is
one of the key driver why Unilever want to collaborate.
One of the
component
we consider
in Sustainability
is logistics
In China
we had a
complex
situation
what we
had to change:
As a result:
Increase of on-time delivery , order fulfillment,
decreased quantities of order and invoice
Better chance and flexibility (e.g. to consolidate goods via
multiple DCs) to serve business of urgent orders, promotion,
peak season and etc.
Enable further supply chain optimization (e.g. palletized
delivery, selective check, speed-up store goods receiving
OSA etc.)
Simplified and efficient OTC processing
Shorter stock days
Order scale increase helps to gain more discount from manufacturer.
Metro has successfully implemented this approach with smaller
suppliers also like Vinda, UPM and Supor.
Summary:
Building skills and capabilities: Skills might not be there
yet. Unilever and Metro HR teams meet together to understand
how we can develop people in their supply chain career.
Supply chain is learning journey
Supply chain is not only logistic work but a multifunctional
effort
Being partner we want to delight our end customer
Strong support from supplier Metro is driving the change in
China. We can create more value and change the life of
customers.
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32
Singapore, May 18 th , 2012
On the occasion of the 13 th ECR Asia-Pacific conference held in Singapore this week, it was announced
that Francois Gay-Bellile, Coca-Cola Pacific’s Vice President Customer Leadership is to become ECR
Asia-Pacific’s new manufacturers’ co-chair.
Francois, who succeeds Alex von Behr, will work alongside Anthony Rose, ECR AP’s retailers’ co-chair,
to continue to promote collaboration between retailers and manufacturers, in order to deliver improvements
across the industry and ensure it delivers on the needs and growing expectations
of the hundreds of millions of people it touches every day in Asia-
Pacific.
“I am honored to have been appointed to this role by my colleagues from
ECR Asia-Pacific. Following the strategic alignment with the Consumer
Goods Forum agreed last year, it has become clear that ECR AP is the perfect
forum to accelerate the adoption of best practices across our industry, as
demonstrated this week at the 13 th ECR AP conference. Our priorities for the
future remain the same, to have a positive impact on the whole industry,
whether on supply chain or on the fulfilling demand from consumers, by
working better together and sharing more actively insights and knowledge.”
“I am delighted to welcome Francois as co chairman. The focus of the ECR
AP. Council understands emerging trends, sharing best practices and encouraging
productive collaboration between retailers and manufacturers. This will finally benefit our customers
and consumers." said Anthony Rose, who is VP, Public Affairs at Wal Mart in addition to his
ECR AP role.
ECR ASIA PACIFIC NEWS
Francois Gay-Bellile
Anthony Rose
ECR AP New Member: Fonterra has joined to ECR AP on the 1 st of June
2012. Antony Moess-Regional Supply Chain Manager AMEA -will be the
member of the Council. He has also joint to our Operational Excellence Committee
If you have any topic, article, news what you would like to share in the next issue please do not
hesitate and send it to us (Ivett@ecr-all.org) until the 1 st of October.
Also we would like to make sure that this newsletter is
useful for you therefore if you have any feedback please
let us know.
ECR AP News
ISSUE 02 Summer 2012
Efficient Consumer Response Asia Pacific
(ECR AP) is an independent joint trade and
industry body, which is co-chaired by representatives
from the retail sector and the manufacturing
sector. It promotes the use of Efficient
Consumer Response techniques in Fast Moving Consumer Good (FMCG) retailing
to remove unnecessary costs from the supply chain and make the sector, as a
whole, more responsive to consumer demand.
For more information please visit our website: www.ecr-all.org or contact us at
Ivett@ecr-all.org
Editorial:
Editor: Ivett Katalin Nagy
Contributors: Alex von Behr, Stephanie
Penning, Chris Cave Jones, Heidi
Ho, Marc Van Der Liet, Samantha
Blake, Ringuet Claude, Michael Haas,
James Layard, Nadjah Azimidini,
Alina Goretskaya, Nigel Bagley, Ivett
Katalin Nagy, Anthony Rose, Francois
Gay-Bellile, Anna Vinogradova
Designer: Ivett Katalin Nagy
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