DATA. The State of Data Sharing STUDY Overview. 8 Supplier Perspective. 14 Retailer Perspective

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1 A SUPPLEMENT TO CONSUMER GOODS TECHNOLOGY AND RIS NEWS 2 Overview ROI Follows Downstream Data Sharing 8 Supplier Perspective CG Manufacturers Expand Data Sharing Efforts Across the Enterprise 14 Retailer Perspective Overcoming the Fear of Data Sharing The State of Data Sharing Are concrete benefits propelling retailer and supplier collaboration forward? FOUNDING SPONSOR PRODUCED BY PRODUCED BY

2 OVERVIEW RETAILER/SUPPLIER ROI Follows Downstream Data Sharing Retailers and suppliers that commit to collaboration find payback in a range of benefits While much progress lays ahead, the adoption of downstream data sharing between consumer goods (CG) companies and retailers continues to grow, along with the sophistication of their approaches and executions. The findings within this study confirm many of the positive trends seen in past years and identify more widespread integration with data being used systematically in more diverse processes. Recognizing the value of sharing downstream data, suppliers and retailers that have committed to such collaboration are reaping compelling ROI benefits in controlling out of stocks, managing inventory, and forecasting and replenishment, among many other processes. In the past two years, about two-thirds of suppliers reported a significant ROI from their downstream data initiatives, compared to less than half in the first two editions of this annual study. Reflecting the need to address an omnichannel distribution environment, the data sharing is moving more heavily into other departments beyond supply chain, such as sales, information technology and marketing. In addition, ownership of the direct data project is residing at higher levels of the organization, with more vice presidents and C-level executives taking charge, and there is a greater degree of standardization across the enterprise in terms of corporate-level strategies and departments using the same tool. Most suppliers and forward-looking retailers have come to understand the concrete benefits of collaborative data sharing, but many haven t (see Figures 3 and 4). The biggest obstacle to implementation continues on the retailer side, with most analysts reporting that reluctance to share this data, along with other strategies, is holding up progress. This is a long-standing problem, and the results of the study indicate that, with the increased numbers of retailers and suppliers sharing data, this barrier is breaking down. While this progress is essential, the practice of retailers charging for the data is detrimental, with three-quarters of suppliers reporting that this would hamper the scale or pace of downstream data programs, or limit them to a few retailer trading partners. FIGURE 1: Number of Retailers Sharing Downstream Data with Suppliers Suppliers were asked, How many retailers are you receiving daily downstream data from? Number of Retailers 1 2 to 5 6 to 10 More than 10 6% 12% % 18% 18% % 29% 29% 25% FIGURE 2: Types of Data Suppliers Receive from Retailers Multiple responses permitted Type of Data Daily or weekly inventory data Daily point-of-sale data Loyalty data Other data 7% % 27% 25% 18% 27% % 41% 39% 71% 78% 90% 82% 86% 85% 2 CGT/RIS

3 Founding Sponsor: Retail Solutions Data Sharing and Collaboration in a Big Data World a D v e r t o r i a l Q&A Jon Golovin CIO RSi 1What is the most valuable type of data that retailers can share with their suppliers? What insights are most valuable for the retailer to receive and at what levels of granularity and frequency? Golovin: Daily, store-level, point-of-sale (POS) product information is critical to commerce. POS data tells retailers, and their supply chain partners, what consumers are buying every day, in every store, by UPC and price point. This is the visibility needed for inventory levels that always satisfy consumer demand. It can also be used to forecast the demand/store to set promotional allocations and monitor new item introductions to ensure execution compliance. The store shelf is the ultimate moment of truth for the CPG suppler, retailer and consumer. 2 Which specific business processes benefit the most from incorporating downstream data insights? What is the typical ROI in these areas? Golovin: Inventory management and on-shelf availability are the most commonly cited business processes addressed with downstream data. Yet, despite the investments that have been made in technology solutions, out-of-stock rates remain at 8-10%. Supply chains struggle with the accuracy and frequency of data and inventory levels being captured by the retail system and a lack of collaboration amongst partners. This is where RSi excels. We enable retailers to seamlessly share data with their supply chain partners, in near real time, and provide them algorithms and applications for promotional allocation, detection of phantom inventory or shelf out of stocks and other key metrics. Users can proactively take corrective actions at the earliest moment for better, collaborative decisions. RSi users commonly report 1-3% improvements in on-shelf availability rates and inventory reductions in the 10-20% range. 3How have you seen data sharing impact the relationships between suppliers and retailers? Golovin: I recently heard a top CPG supplier say, The programs that work the best are the ones where the retailers have absolute expectations for suppliers use of data, develop KPIs and drive insights. Data sharing within a well-structured and supported collaboration program can have a profound impact on the relationship between suppliers and retailers. It changes the conversation from a transaction-based relationship where you re asking what s the best price I can get or the least cost I can engineer? to a discussion on how we can best meet and optimize consumer demand. 4 For companies that are just starting to share data, where should they focus their efforts first? Which departments and individuals should be the most directly involved? Golovin: Companies must realize that they are embarking on a journey rather than arriving at a destination. Attempting to tackle every conceivable application of downstream data straight out of the gate is overwhelming and impractical. Greater success can be achieved with focus and prioritization. We recommended three use cases at the start of a data-sharing program that address the most common pain points: on-shelf availability, promotion execution and new item introductions. 5How are existing downstream data (for example, POS) activities being impacted by all the attention around big data? Are they two separate initiatives? How do the goals and drivers for big data differ from downstream data? Golovin: We view downstream data as a foundational element of big data, which is defined as multiple silos of data generated continually by a multitude of channels, both inside and outside of the enterprise. These data points could be anything from POS, loyalty, social media, ad media, weather forecast, etc. All of these data points need to come together in order to provide a true 360-degree view of the consumer, their purchasing behavior and preferences. Big data has huge potential to extend the capabilities and application of predictive analytics. With all the attention being devoted to the promise of big data, we must not lose sight of the real benefits of existing data sources and programs available today. n Retail Solutions Inc. is a global provider for Big Data, predictive analytics and POS detail for the CPG industry. We collect and transform billions of data points on what shoppers are buying every day into insightful and actionable data used for strategic decision-making across the enterprise. RSi s innovation results from science, algorithms and patented technology that powers its cloud-based solutions. CGT/RIS 3

4 OVERVIEW overview FIGURE 3: Retailers - Top 10 Benefits Associated with Data Sharing The ranking below is based on adding the percentages of those respondents selecting 4 and 5 on a scale of 1 to 5 where 1 represents no benefit and 5 represents significant benefit. FIGURE 4: Suppliers Top 10 Benefits Associated with Data Sharing The ranking below is based on adding the percentages of those respondents selecting 4 and 5 on a scale of 1 to 5 where 1 represents no benefit and 5 represents significant benefit. in 2013 in 2012 Benefit in 2013 in 2012 Benefit 1 7 Improving the shopper/customer experience 2 2 Better category management 3 5 Lower inventories and safety stock levels 1 1 Improving on-shelf availability 2 3 Better management reporting 3 2 Lower inventory and safety stock levels 4 1 Improving on-shelf availability 4 6 Sensing product acceptance in new product launch execution 5 4 Better store execution 6 9 Improved planogram management 7 10 Improving promotion design, forecasting and execution 8 4 More accurate demand forecasts 5 8 Improving shopper/customer experience 6 5 Better demand forecast accuracy 7 10 Reduction of demand latency 8 9 Demand insights to drive new product development 9 6 Improved joint replenishment programs (VMI, DSD) 9 7 Improving promotion design, forecasting and execution 10 8 Better new product introductions Sensing of product category changes Meanwhile, big data is getting big buzz everywhere, but the big question lies in how companies are going to use it, not just talk about it. For the first time, we asked about how downstream data initiatives are being rolled into a larger big data initiative. Consistent with other findings, suppliers are far ahead of retailers in plans to merge the two initiatives, but there are signs that the retailers at least the larger, savvier ones are interested, and this may drive more data sharing. Retailers Invest Heavily With more retailers sharing with their suppliers, and getting more sophisticated in how they use the shared data within their organization, they are applying some of the e-commerce types of analytics they have learned from other parts of their business. This allows them to drill down to very specific and granular pieces of data and analyses. Retail is detail, and data sharing and big data are musts in today s omnichannel world, says Frank Zarrello, planning and allocation vice president and retail consultant with Retail Systems & Services. With data sharing, you are now utilizing smart inventory, as opposed to just inventory. Smart inventory has been well thought out; it has been well assorted up front. It s a laser beam approach as opposed to the old shotgun blast. News reports about prominent retail chains investing in technology and collaborative projects are starting to appear. For example, Walmart acquired Inkiru, a start-up that developed an active learning system combining real-time predictive intelligence, big data analytics and a customizable decision engine. Walmart is also rolling out its Supplier Portal Allowing Retail Coverage (SPARC) app to allow supplier personnel to use smartphones to check on products without 4 CGT/RIS

5 Using Data Insights to Build Trust a D v e r t o r i a l Q&A Creating winning relationships between consumers, retailers and suppliers Britt Fogg CEO Shiloh Technologies 1What is the most valuable type of data that retailers can share with their suppliers? What insights are most valuable for the retailer to receive? FOGG: When it comes to retailers sharing data with their supplier s, point-of-sale data is crucial. It allows the supplier to fully understand the consumer s demand, and when provided by store, by item, daily it is even more powerful. With this data, the supplier is able to react to opportunities at a much faster pace. Additional value for the supplier is knowing what the retailer is planning in the next 3 to 6 months. If the supplier is aware of inventory policy changes, promotions, expansions, or contraction of distribution, the supplier can significantly reduce their operating cost and exposure to risk. 2 Which specific business processes benefit the most from incorporating downstream data insights? FOGG: Supply chain is the first process to benefit from incorporating downstream data insights. Their ability to react to consumer demand within hours of a change is extremely valuable. But simply knowing about a change may not be enough. It often takes some re-engineering of the suppliers internal processes to take full advantage of this timely information. Sales and marketing are the next processes to benefit. Understanding the immediate impact in the market helps ensure future spending is on target and will lead to a return on your investment. Frequently just one event or promotion returns the entire investment in downstream data. 3 How have you seen data sharing impact the relationships between suppliers and retailers? FOGG: The level of trust goes off the scale when a supplier delivers on the promise to show the retailer what they didn t already know about their business. It s not blind trust, but smart trust. It is a confidence which allows the supplier to influence decisions, direction and drive the business forward. This trust then begins to translate into processes where the best skills are allowed to perform instead of adhering to the way it s always been. In the end, this smart trust relationship enables everyone to take full advantage of opportunities that simply did not seem to be possible before. 4 For companies that are just starting their data sharing journey, where should they focus their efforts first? FOGG: When starting their data sharing journey, companies must overcome any technology barriers. They should do it immediately so they can move on to the real value they are seeking. All areas of the company will benefit from a retail data management platform, but those in sales, forecasting, replenishment and category management will see immediate hands on benefits. In today s world of modern advances, technology should never be the reason you are not growing the relationship between the retailer and supplier. The end goal needs to be a win/win/win relationship between the three players involved: the consumer, the retailer, and the supplier. 5How are existing downstream data activities being impacted by all the attention around big data? Are they two separate initiatives? FOGG: The availability of the ever increasing granularity of downstream data has quickly moved it into the big data category. While not all downstream data is big data, it has the potential to be when suppliers receive daily information, on each SKU, by store, by retailer. That can easily equate to billions of data elements daily, overloading the standard processing systems. Innovation and adoption of robust analytic processing systems that can handle this volume of downstream data, have become crucial to the supplier. When the supplier has the right system in place, they become indispensable to the retailer, providing insights to their business to increase sales. n Working with retail suppliers for nearly 20 years, Shiloh understands the needs of the retail industry from the warehouse to the consumer. Shiloh is dedicated to providing solutions to the challenges suppliers face. We minimize the manual data processing and maximize the ability to access insights to Sell More at Retail. Shiloh data analytics platform is a complete, global solution for your entire enterprise and across all retailers. CGT/RIS 5

6 overview SUPPLIER the assistance of a store associate. It s no surprise then that the retail giant is considered the very best at data sharing (see Figure 5). Costco, meanwhile, has made improvements to its Collaborative Retail Exchange (CRX) supplier information platform. These include category tracking, real-time updates and category tools that provide a three-year historical view of seasonal trends and the competitive landscape. 7-Eleven and Information Resources, Inc. (IRI) launched the 7-Exchange Next Generation solution to ensure the convenience store chain and subscribing manufacturer partners work from a single version of the truth for information, like identical basket-level transaction data, promotion optimization, trip-mission segments, store segmentation, same store and time-of-day information. The end goal is to facilitate collaboration while accelerating ROI for joint activities. Lastly, The Great Atlantic & Pacific Tea Co., better known as A&P, is working with 1010data, Inc. to share data and better collaborate with its supplier partners through the 1010data Retail Vendor Portal. The cloudbased portal enables retailers to share proprietary data, like point-of-sale, inventory and loyalty, with their supplier partners, allowing the vendors to work with and analyze the same data the retailer uses to collaborate on mutual business goals. Big data tools are the easy part, says Gaurav Pant, research director, Edgell Knowledge Network (EKN). They can help reduce the relative cost of capturing, sharing and provisioning data. These tools can help align the frequency of data availability to CG companies, provide a basic set of pre-computed insights and close to real-time accessibility to data. For retailers that are already doing data sharing, they can help improve the efficacy of their program, and for those that are yet to start, they offer the opportunity to do focused proof of concepts to validate the value of data sharing. FIGURE 5: The Best Data Sharing Retailers ed by Retailers ed by Suppliers 1 Walmart Walmart 2 Target Target 3 Dillard s Kroger Suppliers Reap Benefits With more retailers on board for data sharing, suppliers are broadening efforts to include a wider array of inhouse departments. It is spreading from supply chain and sales into category management, with more executives at a higher level taking charge. This is reflected in some of the investments reported recently by CG companies. For example, The Procter & Gamble Company (P&G) began a global implementation of Multi-Enterprise Demand Sensing from Terra Technology. It uses downstream data from all available sources, like point-of-sale, channel inventory, warehouse withdrawals, distributor data and retailer forecasts, to provide visibility into current movement of products, which enables P&G to predict demand more accurately. In May 2013, The Dannon Company announced that it would use IBM s cloud-based predictive analytics to make sure it has the right product mix delivered at the right time to meet consumer demand in the $7 billion U.S. yogurt market. Reckitt Benckiser, meanwhile, uses Gigwalk for in-store data collection and to assist with retail execution. The top benefits reported by CG companies are similar to past years studies (see Figure 4). Improving on-shelf availability was on top, cited by 55%, down from 61% last year and 62% in 2011, while better management reporting also was at 55%, but that percentage increased from 53% last year and 42% in This indicates strong senior management support for this initiative, and shows they are starting to trust this data at all levels of the organization. This year s sample of suppliers showed a broad range when it came to the amount of data they collected (see Figure 1), with 39% saying they receive daily downstream data from more than 10 retailers, up from 25% last year, and 14% reported getting data from six to 10 retailers, up from 6%. Among smaller suppliers, 47% said they receive daily data from one to five retailers, down from 69% last year. Both numbers are significant and reflect the widespread adoption of data sharing in the CG universe among both small and large companies. Digging a Bit Deeper Now that you ve got an overview of the collaborative progress being made in the name of data sharing, the next two sections of this report will take a more in-depth look at how suppliers and retailers, respectively, view each other s efforts or lack thereof. l 6 CGT/RIS

7 Get Really Close to the Consumer Data sharing for the omnichannel era a D v e r t o r i a l Q&A Pete Zaballos Vice President of Marketing, SPS Commerce 1What are the most valuable types of data for retailers to share with suppliers? Zaballos: Data is more attainable and rich with insight thanks to the Internet, mobile commerce and cloud computing. A decade ago, data sharing meant that retailers sent point-of-sale (POS) data containing what item sold, where it sold and for what price to suppliers. This is a great start, but today so much more is possible. Trading partners can now share information on a growing number of product attributes that play an important role in online, mobile or retail sales. These attributes include detailed product descriptions, images and customer reviews. Looking ahead, suppliers and retailers will share social media conversations and mobile app data. 2 How can trading partners best leverage today s big data tools to enhance the benefits of their data sharing initiatives? Zaballos: The value of data increases exponentially as relationships are drawn between the consumer and the driving forces of their buying experience. Combining POS data with weather forecasts, sport team schedules, entertainment news and much more enables the entire supply chain to prepare for changes in demand. Add in the ability to use data to offer an increasingly personalized experience based on past transactions, and the consumer receives targeted recommendations and your sales increase. 3Which departments within the retail organization should be most directly involved with data sharing and integration in order to maximize its benefits? Zaballos: Simply put, those closest to the consumer. Whether this means those departments responsible for a retailer s mobile app, e-commerce sites, in-store kiosks or the store sales associates, shared data must reach those able to interact directly with the consumer at the point of purchase. However, data is not exclusively for these departments. The retailer should make data and analytic tools available to merchandising, marketing, finance, operations, sourcing and others who influence the process and can put the data to use. 4For companies just beginning their data sharing journey, where should they focus their efforts first? Zaballos: Don t start with data; it is the by-product of a successful trading partner relationship. Dialoging with your partners is the first step. These discussions will dictate what information is critical to your joint success. As the relationship evolves, your organization will become more transparent and build a new level of trust with your suppliers. Once achieved, you can do so much more together. So, don t start by asking what data to share, invest time in the relationship and the data sharing will come naturally. 5How have you seen data sharing initiatives affect the relationship between retailers and suppliers? Zaballos: The bottom line is retailers and suppliers are in business to make money. By choosing to work closely with one another, I ve seen companies transform their businesses. One of today s leading sporting goods vendors made a strategic decision a few years ago to truly partner with their retailers. The trading discussions they have today with buyers use shared data as a key component. They are closer than ever to their retailers and acknowledge that without shared data they wouldn t be the industry leader they are today. When retailers and suppliers work together I m amazed at the success it brings. n SPS Commerce perfects the power of your trading partner relationships with the industry s most broadly adopted, enterprise retail cloud services platform. As a leader in on-demand supply chain management solutions, we provide prewired, proven integrations and comprehensive retail performance analytics to thousands of customers worldwide. With a singular focus on the retail marketplace, we revolutionized traditional EDI systems by developing a platform that enables highly costeffective and reliable trading partner collaboration. SPS Commerce has achieved 50 consecutive quarters of revenue growth and is headquartered in Minneapolis. For additional information, please contact SPS Commerce at or visit CGT/RIS 7

8 OVERVIEW supplier SUPPLIER Suppliers Expand Data Sharing Efforts As the availability and analysis of data grows, CG manufacturers extend downstream data across the enterprise Consumer goods (CG) companies are leading their retailer counterparts into a big data world of collaborative sharing. With the quality of collaboration and dialog between trading partners improving, suppliers continue to expand how they use data into new processes. As the uses of data expand beyond basic sales targeting, category management, trade promotion, forecasting and retail compliance to supply chain uses such as scheduling, deployment and transportation planning, ownership of data shifts from one function to an enterprise approach, says Steve Steutermann, vice president supply chain research, Gartner. Responding to a question about how much suppliers are using daily retailer downstream data to power critical processes (see Figure 8), out of stocks went from fourth on last year s list, with 54%, to first this year with 62%. Inventory management stayed at No. 2 with 58%, which was down from 61% last year, and forecasting and replenishment dropped from first to third, with 55%, down from 62% last year. When asked about where in organizations the direct data projects reside in terms of ownership, 42% cited sales, up from 32% last year; 25% said supply chain, up from 20%; 21% reported category management, down from 34%; 12% said IT, down from 14%, and none selected marketing. As to the level of the organization where the shared data projects are controlled, 44% cited vice president, up dramatically from 19% last year; 32% reported director, down from 38%; 16% said C-level, down from 19%, and 8% noted senior or executive vice president, down from 24%. Most companies are not clear on why downstream data matters, says Lora Cecere, founder and chief executive officer, Supply Chain Insights LLC. Less than 1 percent of companies have a leader for end-to-end processes, so there is no common vision. Steutermann adds, Strong data architecture and governance plays a critical role in how data gets shared across the organization, who has access to data and FIGURE 6: Corporate Approach to Downstream Data Management Approach Same tool is in place across all teams today No corporate level strategy; each customer team decides how to manage data from their retailer Made a decision on a corporate strategy; currently implementing across teams Looking at corporate level strategy but not in place yet % 15% 14% 20% 24% % FIGURE 7: Top Perspectives on Downstream Data 28% 21% 24% 34% The ranking below is based on adding the percentages of those respondents selecting 4 and 5 on a scale of 1 to 5 where 1 represents completely disagree and 5 represents completely agree. in 2013 in Perspective Downstream data is a significant upgrade compared to syndicated data. 2 3 Downstream data is a strategic initiative. 3 2 Downstream data is a sales initiative. 4 5 We have seen significant ROI from our downstream data initiative. 5 1 Downstream data is a supply chain initiative. 6 6 Downstream data is a marketing initiative. 39% 41% 8 CGT/RIS

9 CPG-Retailer Cooperation a D v e r t o r i a l Q&A A Win-Win-Win for Consumers, Retails & Manufacturers Alike Leslie Miller Spotfire Product Marketing TIBCO Software 1What is the most valuable type of data that retailers can share with their suppliers? What insights are most valuable for the retailer to receive and at what levels of granularity and frequency? MILLER: Naturally, the most valuable information retailers can share is POS data. But there is a wealth of additional data to consider sharing that can give CPG suppliers better insights into how stores and ultimately consumers can be better served. From the CPG side, savvy organizations take POS data, mash up it up with internal data, like pricing and promotions, and share back with retailers through visual, interactive analytics. This leads to insights and actions that drive category growth. It s a win-win-win situation, for consumers, retailers and CPG manufacturers! 2 Which specific business processes benefit the most from incorporating downstream data insights? What is the typical ROI in these areas? MILLER: So far, we ve seen the benefits start with departments responsible for sales/channel relationships, brand management, marketing and supply chain. The sharing and analysis of this data has positive impacts on category & sales uplift, optimization of local prices & promotions, inventory replenishment & optimization, supply chain efficiencies and fraud reduction. 3How have you seen data sharing impact the relationships between suppliers and retailers? MILLER: We ve seen CPG-retailer relationships start with sharing of retail POS data in exchange for a simple interactive analytics dashboard. We ve watched the most competitive organizations develop relationship and analytics maturity to the benefit of both. Clever retailers share a host of performance indicators, such as wastage, out-of-stock, delivery accuracy, product returns, that can give the CPG manufacturer the insight to improve product sales, but also to self-regulate their performance in service to the consumer and as a quality partner. 4For companies that are just starting their data sharing journey, where should they focus their efforts first? Which departments and individuals should be the most directly involved? MILLER: As partnerships deepen, there is a wealth of data retailers can share with suppliers beyond POS. We recommend retailers think about setting-up interactive analytics portals for CPG supplier partners, to give insights into KPIs, as identified above wastage, out-of-stocks, etc. Overall, we recommend evaluating and sharing all types of analytic insights, including: brand analysis & forecasts, pricing/promotion optimization; consumer insights; marketing attribution; demand forecasting/optimization. 5How are existing downstream data (for example, POS) activities being impacted by all the attention around big data? Are they two separate initiatives? How do the goals and drivers for big data differ from downstream data? MILLER: Downstream data is one component of the overall big data picture. It s a great place to start, but important to keep in mind the broader analytics journey needed for sustainable competitive advantage. Bring together the collective streams of data, from retailers, CPG manufacturers, and third parties. Gain rich insights across the board, down to the individual product, consumer and store level. It s very powerful. And it is these powerful analytic insights that retailers and CPG manufacturers alike need to get in the hands of the day-to-day decision makers, in a way that is self-service and easy. n TIBCO Spotfire analytics software platform provides enterprises the two-second advantage the ability to capture the right information, at the right time and act on it preemptively for a competitive advantage. TIBCO Spotfire offers a visual, interactive experience that helps professionals quickly discover new and actionable insights in their data. Learn more at TIBCO Software CGT/RIS 9

10 OVERVIEW SUPPLIER supplier how data is utilized. This requires strong collaboration within the organization and is an indication of organizational capability and maturity. Organizations that are demand-driven, outside-in focused with a mature S&OP process are in the best position to collaborate across functions and departments. Suppliers report mainly working from daily pointof-sale data (71%) and daily or weekly inventory data (82%) from retailers. Loyalty data is received by 25%, and 7% noted they get other data (see Figure 2). In recognition of a game-changing consumer trend, this year s study found a large number of suppliers looking at data from social media; 72% said they use social media data, but not with retailer direct data; 21% reported integrating it on an ad-hoc basis, and 7% said they fully integrate the social media data in the demand signal repository. Other data considered by suppliers includes: causal data, demographics, syndicated data, shopper loyalty data, internal data, competitive information, field sales and merchandiser store check data. More suppliers are standardizing their approaches to downstream data management (see Figure 6), with 41% saying they use the same tool for all teams, which reflects steady growth, from 23% in 2012, 16% in 2011 and 15% in A corresponding trend is observed by looking at the number of suppliers who are looking at a corporate-level strategy, but who have not put it in place yet. There were 14% of these respondents, which declined from 15% in 2012, 24% in 2011 and 34% in Those with no corporate strategy, allowing customer teams to decide how to manage their own retailer data, dropped to 24% this year from 34% in 2012, although it was lower in past years: 20% in 2011 and 22% in Meanwhile 21% reported that they had made a decision on a corporate strategy and are currently implementing it, which is down from 28% last year and 39% in A long-term commitment to handling downstream data with a corporate initiative is revealed by the study. Suppliers starting initiatives more than five years ago were 24% of respondents, while those starting two to five years ago were 34%, those starting less than a year to two years ago were 28%, while suppliers with no downstream data initiative were 14%, down from last year s 21%. The survey measured suppliers opinions on data sharing (see Figure 7), and the results reflect a trend identified in last year s survey of moving data sharing from FIGURE 8: Top 5 Processes that Use Downstream Data Suppliers were asked, How much are you using downstream data (not syndicated) to power each process? The ranking below is based on adding the percentages of those respondents selecting 4 and 5 on a scale of 1 to 5 where 1 represents not at all and 5 represents systematically. in 2013 in 2012 Process 1 4 Out-of-Stocks 2 2 Inventory Management 3 1 Forecasting and Replenishment 4 3 Category Management 5 6 New Product Introductions Areas in need of improvement: Unsaleables End of Life and Package Transitions Planogram Management Pricing Management FIGURE 9: Top Perspectives about Retail Data Sharing Activities The ranking below is based on adding the percentages of those respondents selecting 4 and 5 on a scale of 1 to 5 where 1 represents completely disagree and 5 represents completely agree. in 2013 in Perspective With data sharing, the quality of collaboration and dialog has significantly improved. Retailers are responsive to the suggestions I make based on my analysis. 3 3 Retailers have the policy of charging for their data. 4 4 Retailers are transparent with their data. the realm of sales or supply chain to a broader usage. The top response remains downstream data is a strategic initiative, at 73%, down from 83% the in This was followed by sales initiative at 69%, down from 85%; supply chain at 59%, down from 85%, and marketing initiative at 10 CGT/RIS

11 The Next Generation of Data Sharing a D v e r t o r i a l Q&A Jim Mattecheck Vice President, Retail Solutions 1010data 1How can trading partners best leverage today s big data tools to enhance the benefits of their data sharing initiatives? Mattecheck: Big data is transforming how retailers and suppliers share data. Sharing aggregated or summarized data means that insights are lost. Next generation data sharing initiatives allow data sharing at the most granular levels. Users can analyze customers individual, itemlevel purchasing behavior on a daily basis and manage the true performance of the business. Furthermore, retailers and suppliers analyze the exact same data residing in a single central repository, using both a shared pool of metrics and their own specialized calculations. This enables a single version of the truth, allowing each party to view the data through their own lens, with the unique semantics and KPIs of their enterprise. 2 Which departments within the retail organization should be most directly involved with data sharing and integration in order to maximize its benefits? Mattecheck: Our customers tell us consistently that sharing data helps build a stronger partnership between retailer and supplier, deepens collaboration and leads to improved assortment plans and increased sales. Getting retail merchants and category managers who own and manage vendor relationships involved in data sharing programs is key to driving the greatest value. Insights derived from data sharing programs also shed light on new promotional opportunities that can be targeted at distinct customer segments making the involvement of the marketing department important as well. For better shelf planning and inventory management, it s also crucial to involve operations teams. 3 What is the most valuable type of data that retailers can share with their suppliers? What insights are most valuable for the retailer to receive and at what levels of granularity? Mattecheck: Any data that sheds light on customer behavior is valuable to suppliers. Modern big data and analytics platforms make it completely manageable for retailers to share as much or as little data as they choose, at any level of detail. The most granular levels have the greatest capacity to deliver insight. This includes store-item-day data, line-item basket level data, and in the case of the most advanced retailers and suppliers, customer loyalty data. We are also seeing retailers sharing more than data they are now also sharing proprietary analytics with their suppliers that enhance the productivity of collaborative planning. 4 Which specific business processes benefit the most from incorporating downstream data insights? What is the typical ROI in these areas? Mattecheck: Downstream data generated at the point of sale creates the ultimate feedback loop for nearly every major upstream retailer and supplier process. These include merchandising, category management, pricing, promotions, loyalty, new product intros, store operations, inventory management, forecasting, replenishment, out-of-stocks, planogramming and more. Our customers use insights from downstream data to increase sales through better in-stock position, grow average transaction sizes through improved shelf placement and targeted promotions, and maximize return on inventory by streamlining inventory holdings. Most customers find that ROI is proportionate to usage the more business people and analysts using the data and applying insights, the greater the ROI. 5 How have you seen data sharing impact the relationships between suppliers and retailers? Mattecheck: Retailers and suppliers each hold a major piece of the puzzle for achieving improved performance. Retailers bring deep knowledge of their customers, stores, and merchandise and category mix. Suppliers deeply understand brands, consumer perceptions and what motivates consumer purchasing choices. When retailers and suppliers bring their insights together, with a common set of deeply detailed data as the meeting point, the retailer-supplier relationship is completely transformed affecting everything from inventory on hand to pricing and shelf placement. Each party realizes that through tighter collaboration they can build a competitive edge, drive significant new value and delight customers along the way. n 1010data provides a cloud-based platform that enables data sharing and data discovery for Big Data. It is used by hundreds of the world s largest retail, CPG, manufacturing, and financial services enterprises because of its proven ability to deliver actionable insight from very large amounts of data more quickly, easily and inexpensively than any other solution. CGT/RIS 11

12 OVERVIEW SUPPLIER 44%, up from 30%. This reflects the growth and maturity of data sharing initiatives in sophistication the longer companies engage in them. Other findings covered in the same question show the greater priority companies are putting on data sharing, and the rewards they are seeing. One of the more positive signs that downstream data sharing has a bright future was the 62% who said they have seen significant ROI on our downstream data initiative, up from 60% last year. Seventy-six percent, the same as last year, agreed or completely agreed that downstream data is a significant upgrade compared to syndicated data. The survey also revealed how data sharing improves collaboration with retailers (see Figure 9). Eighty percent said the quality of collaboration and dialog significantly improved with data sharing, down from 89% in 2012, while the number of suppliers agreeing or completely agreeing that retailers are responsive to suggestions made based on their analysis improved slightly to 76% from 74% last year. Some findings bode less well for data sharing s future: 27% of suppliers said retailers are transparent with their data, down from 46% last year. The benefits have not been blindingly obvious, and some retailers need blindingly obvious. There are still a lot of retailers who are way behind the curve on this, says Simon Ellis, practice director, Supply Chain Strategies, IDC Manufacturing Insights. But he adds, it s just a matter of time it took 25 years to get close to 100% adoption of the barcode. The free flow of information is important to the process (see Figure 10). Three-quarters of the suppliers reported that retailers charging for data has a negative impact on their downstream retail data sharing programs. Big data is on everyone s radar (see Figure 11). The study found 38% of suppliers plan to merge downstream data and big data initiatives; 24% said they are not pursuing big data as an initiative; 17% are undecided; 17% have an overall enterprise big data strategy. Big data is over-hyped and a buzz word without much meaning right now. Few companies have well thought out plans on how to use this, said Cecere. Big data today will only be data tomorrow, so it s really a confusing term for the industry, says Steutermann. In the future, perhaps in the next two to three years, we should begin to see a convergence or intersection of structured and unstructured data. FIGURE 10: Impact on Data Sharing if Retailers Charged for Data IMPACT Hamper it would impede downstream data programs in terms of scale and/ or pace Rationalize it would limit downstream data programs to a few retail trading partners No Impact it would have no affect on the direction and strategy for downstream data. Delay would push out plans to pursue or expand downstream data programs Kill it would suspend existing or planned downstream data sharing programs FIGURE 11: Status of Big Data Initiatives Suppliers were asked, Are your downstream data initiatives now being rolled under a larger Big Data Initiative? Approach Not yet, but we plan on merging the initiatives No, because we are not pursuing Big Data as an initiative We are undecided Yes, they are fully incorporated into overall enterprise Big Data strategy No, we don't plan on merging point-of-sale/downstream data initiatives with a Big Data initiative 3% 17% 17% 24% 39% 32% 36% 35% 11% 9% 7% 15% 7% 9% Data will move from pattern-based recognition technologies that answer questions like what just happened or what is happening to more prescriptive data that answers forward-looking questions like what is likely to happen? l 38% 12 CGT/RIS

13 a D v e r t o r i a l Q&A Data Collaboration Partnering for business performance Michael R. Klaus Vice President and General Manager, Consumer and Transportation Industries HP Enterprise Services 1What is the most valuable type of data that retailers can share with their suppliers? What insights are most valuable for the retailer to receive and at what levels of granularity and frequency? KLAUS: In retailer and supplier relationships where the engagement is strategic, valuable shared insights include understanding how consumers in a category affect store traffic, basket size and margin, and category cross shopping. Additional insights include customer data to collaborate on defining store clusters, tailor assortment and services in the various channels, jointly developing dedicated brands or SKUs, and promotions. There has been increasing interest from retailers and suppliers for insights gained from social media and non-traditional sources. Identifying and adding these socialytics into the overall data gathering and analyzing program is also viewed as highly valuable. The level of granularity and frequency is determined by the type of insight desired with an emphasis on information that helps deliver the customer experience. 2 Which specific business processes benefit the most from incorporating downstream data insights? KLAUS: Retailers collect valuable customer loyalty data at channel POS, this tied with supplier insights on consumer segmentation can be especially valuable in tailoring product assortment, promotional offerings and product launches at a local level. Functional areas such as pricing, inventory planning and allocation also benefit from these integrated insights, delivering improved forecasts, in-stocks and mitigating margin erosion. 3How have you seen data sharing impact the relationships between suppliers and retailers? KLAUS: In a challenging business environment, both the retailer and supplier are looking for ways to leverage information to shape product categories for profitability and share, control costs, strengthen supply chains and deliver personalization to the customer across all channels. No longer should technology limitations be the reason for lack of collaboration. Tight information sharing tied with integrated processes can evolve the transactional supplier and retailer relationships to a strategic partnership where shared operational, product and customer intelligence leads to the development of shared value propositions. An example of this strategic partnership would be collaborating to reconfigure logistics networks to reduce shared costs, or developing customized distribution solutions for difficult to predict products. 4How are existing downstream data (for example, POS) activities being impacted by all the attention around big data? Are they two separate initiatives? How do the goals and drivers for big data differ from downstream data? KLAUS: Today, there are many organizations segmenting big data initiatives from their traditional business intelligence function. There are new technologies, new skill sets, and even new cultural approaches to analyzing and monetizing data. However, very soon nobody will be talking about traditional data and big data; there will just be data. The key is how to leverage this data to serve the business. For instance, how do manufacturers and retailers drive insights to build efficient and accurate supply chains, optimize merchandise plans and marketing plans, and ultimately serve the consumer and their respective shareholders? In the end the business performance is all that matters, and the business is completely indifferent to any distinctions that we may make for traditional data vs. big data. n HP creates new possibilities for technology to have a meaningful impact on people, businesses, governments and society. The world s largest technology company, HP brings together a portfolio that spans printing, personal computing, software, services and IT infrastructure to solve customer problems. More information about HP (NYSE: HPQ) is available at CGT/RIS 13

14 OVERVIEW supplier RETAILER Overcoming the Fear of Sharing Having tasted the benefits of sharing data with suppliers, and seeing competitors do it, more retailers are getting on board Retailers continue to embrace shared data initiatives with their consumer goods (CG) partners. While some hesitate to release proprietary information, offend syndicated data providers or just want the suppliers to pay for data, more are sharing data. As a result, they are seeing ROI, insights and other soft benefits from suppliers that help them compete in an omnichannel environment. Key benefits from working with suppliers are improved visibility to suppliers, becoming a higher priority to suppliers, and developing a healthy reliance on suppliers to deliver results. By sharing data, retailers can see suppliers performing at higher levels, and that gives a major boost to supply chain and service levels. As in past years, the leading types of data being shared are point of sale and inventory, with loyalty card and online sales data being considered as future priorities. Like manufacturers, retailers have a strong interest in social media data, whether it is analyzed independently or together with shared data. While there is considerable hesitation to implement big data initiatives, forward-looking retailers are considering ways to work with suppliers to put big data together with downstream data. Data that helps retailers improve product availability and optimize inventory is perceived to be the most valuable as it has a direct measurable impact on sales and customer experience, says Gaurav Pant, research director, Edgell Knowledge Network. This data is typically transactional point-of-sale and inventory level data. The more granular the data, the better. But rather than ask what types of data need to be shared, a better approach is to explore the joint outcomes that retailers and suppliers are looking for. The goals could be to optimize inventory, provide trade promotions visibility, drive incremental sales in a category, among others. These outcomes will drive the data versus getting the data and trying to figure out where to optimize, says Pant. The real benefit [of big data] comes from moving away from averages and getting granular, says Nikki FIGURE 12: Top Approaches to Sharing Data with Suppliers The ranking below is based on adding the percentages of those respondents selecting 4 and 5 on a scale of 1 to 5 where 1 represents completely disagree and 5 represents completely agree. in 2013 in Approach My company is sharing data with suppliers via manual processes (spreadsheets, fat files, etc.). 2 2 My company is using EDI. 3 1 My company operates a web-based portal. 4 4 My company sells data to our suppliers. 5 5 My company does not share data. FIGURE 13: Top 5 Uses of Downstream Data by Suppliers Retailers were asked, How well are your suppliers using the data you share (not syndicated) to power each of the following processes? The ranking below is based on adding the percentages of those respondents selecting 4 and 5 on a scale of 1 to 5 where 1 represents not at all and 5 represents extremely well. in 2013 in 2012 Process 1 1 Forecasting and Replenishment 2 3 Out-of-Stocks 3 2 Inventory Management 4 4 Category Management 5 5 New Product Introductions Areas in need of improvement: Pricing Management Unsaleables End of Life and Package Transitions 14 CGT/RIS

15 Collaborative Data Sharing a D v e r t o r i a l Q&A Leading Retailers and CPG Manufacturers Achieve Joint Success Through Collaborative Planning and Execution Scott Welty Vice President Industry Strategy Retail, JDA David Johnston Senior Vice President, Industry Strategy, Manufacturing & Wholesale Distribution, JDA 1What is the most valuable type of data that retailers can share with their suppliers? What insights are most valuable for the retailer to receive and at what levels of granularity and frequency? Welty: The most critical information a retailer can share with a supplier is an accurate, forward-looking demand forecast of sales and inventory/order needs. The forecast should also include the impact of consumer response to promotions. To do this, retailers need to ensure they are sharing their promotional calendar and predictions with suppliers so they can be in sync on inventory requirements to support the retailers demand and the suppliers constraints. Data should be shared on a weekly basis, most likely at a SKU or article level. 2 Which specific business processes benefit the most from incorporating downstream data insights? What is the typical ROI in these areas? Welty: Many business processes become far more streamlined when retailers and suppliers collaborate on demand forecasts and inventory needs, as well as ROI projections. Improved process efficiencies and reduction in data latency result in increased forecast accuracy and order management bringing about positive impact to ROI in inventory reductions across the network, reduced administrative costs, transportation efficiencies, decreased warehouse labor costs, improved inventory turns and higher overall sell through for the retailer. 3How have you seen data sharing impact the relationships between suppliers and retailers? Johnston: Historically, data sharing was focused on providing joint visibility to sales performance and enabling co-managed inventory programs. This helped improve sales, service levels and order delivery for both partners. However, leading retailers and CPG manufacturers are sharing more than POS and current inventories. They re sharing strategies and plans that drive their end-to-end supply chains. This type of data sharing will profoundly impact how companies form relationships to deliver higher value to their customers and stakeholders through collaborative category and supply chain planning. 4For companies that are just starting their data sharing journey, where should they focus their efforts first? Which departments and individuals should be the most directly involved? Johnston: If the dependency for meeting the companies respective business plans is small, visibility into foundational elements is a good starting point. Merchandisers, buyers, supplier account sales teams and customer logistics teams would get involved. However, if both partners have a significant dependency on each other to meet their business objectives, a comprehensive, collaborative data sharing program is needed, including time-phased order forecasts, supply chain network flow paths, replenishment policies, shipment and delivery schedules, promotional plans, planogram sets and resets. They should also consider a process for accurately modeling and evaluating proposed changes to selling, product flow and replenishment strategies to better deliver product to the end consumer. With this type of model, partners can be more strategic in how they jointly develop and deliver against an integrated business plan to ensure they meet their respective goals. 5How are existing downstream data (for example, POS) activities being impacted by all the attention around big data? Are they two separate initiatives? How do the goals and drivers for big data differ from downstream data? Welty: Big data is making a huge impact on retail. Retailers are finding ways to harness data to know the customer in greater detail, including the customer s path to purchase across all channels. In the near future, big data will be a large part of the demand signal helping to augment the traditional signals. The use of big data today is in various stages of maturity, but in the fullness of time, will lead to real time contextually of offers and campaigns driven from both the needs of the retailers and suppliers. n JDA Software Group, Inc., The Supply Chain Company, offers the broadest portfolio of supply chain, retail merchandising, store operations and all-channel commerce solutions to help companies manage the flow of goods from raw materials to finished products and into the hands of consumers. JDA s deep industry expertise and innovative cloud platform help companies optimize inventory, labor and customer service levels. As a result, JDA solutions have become the standard for the world s leading retailers, manufacturers and distributors. To learn more, visit jda.com or CGT/RIS 15

16 OVERVIEW supplier RETAILER Baird, managing partner, RSR Research. More granular inventory movement data, demand forecasts, localization of assortment. Big data and high performance computing make getting granular and fast possible. Among valuable types of shared data mentioned by analysts at Boston Retail Partners (BRP), movement and sales information are key metrics. Both parties need to create a glass pipeline to view the supply chain in a holistic approach, says Ken Morris, principal at BRP. The most immediate and impactful segments for data sharing are in more commodity-oriented consumer staples to maximize sell-through while minimizing stock outs. This segment s goal is to synchronize production with demand, says Patrick Eidemiller, senior manager at BRP. It s all about the omnichannel trend, says Frank Zarrello, planning and allocation vice president and retail consultant with Retail Systems & Services. From a retailer s point of view, what I would want a supplier to know is my future needs. They can start tightening up what they do on their side in order for me to be able to call upon them, and make sure I can get goods when I need them. Retailers absolutely recognize the need to be omnichannel and enable commerce from any channel at any time, Pant says. In order to do so their initial efforts are on getting their sales, inventory and pricing details integrated across channels. Most retailers don t have an omnichannel view of their business, which is why clean sales data at a channel location level is hard to come by, and very rarely shared. The first step is for retailers to get a grasp on the volume, variety and velocity of data that they have flowing through the enterprise before they get to sharing it. Large, technologically savvy retailers are making the investment to merge shared data with the so-called big data, although many others are sitting on the sidelines waiting to see how this trend develops. The more data that you can have available to you, the better, says Zarrello. So those big data tools are picking up on a lot of information. With cloud computing, the retailers are not going to have to lay the expense out, yet they can benefit from it. If retailers are going down this road, the first place I would look for big data abilities is the cloud, because otherwise it is going to take more time and more money. FIGURE 14: Top Perspectives on Supplier Data Sharing Activities The ranking below is based on adding the percentages of those respondents selecting 4 and 5 on a scale of 1 to 5 where 1 represents completely disagree and 5 represents completely agree. in 2013 in Perspective With data sharing, the quality of collaboration and dialog has significantly improved. Suppliers are leveraging the data my company shares in an effective way. Suppliers should pay for my data as it creates significant value for their organization. Suppliers work with the data my company shares in my company s best interest. There is minimal benefit, and ROI of data sharing is not worth the effort. Dimitry Erez, vice president at BRP, says retailers can best leverage big data tools with cloud resident ecosystems that connect retailers with suppliers, 3PLs, banks, forwarders and consolidators. The challenge here is not the tool set, it s the analytics themselves. Big data is a tool that will evolve in where it s applied, and will change into a more predictive model instead of historical capturing lifestyle, interests, income and product sets, adds his colleague Eidemiller. To advance with data sharing, as well as big data initiatives, retailers need to make substantial internal investments. The most important investment a retailer can make in the area of data management and governance is around the building of organization capability and processes to manage and analyze data, says Pant. Barriers and obstacles to retailer collaboration remain. There is still the fear that manufacturers will use their data either with competitors, or to enter the market directly. Going direct is probably the bigger concern these days, thanks to e-commerce, Baird says. The biggest fear is tipping the balance of power from the retailer to the supplier, Morris says. Also, there is the fear that the data can be decomposed from whatever aggregate level it is released at and then obtained by competitors, adds Perry Kramer, vice president of BRP. The ability to get a value from sharing the data that is equal to or greater than the risk associated with releasing the data. With the increased capacity to analyze data internally retailers rely less and less on shared data or sharing data with others. l 16 CGT/RIS

17 a D v e r t o r i a l Q&A Navigating the Consumer Transformation Boost sales and consumer trust with a single source of product truth Daniel Wilkinson Managing Director 1WorldSync Americas 1What is the biggest challenge with sharing product data today? Wilkinson: Buying behavior is being transformed as consumers become more engaged with products and brands through the Internet. Consumers search, research, compare and purchase products through a growing variety of websites and mobile applications. Today s biggest challenge for brand owners is to ensure that consumers get accurate, consistent and robust product information through these different online channels. This is certainly not the case today. Studies show that online product information is often inconsistent, incomplete and flat out incorrect across different websites. For brand owners, is it acceptable that product data is inaccurate and gives consumers false information that compromises brand integrity and consumer relationships? 2 Where do online applications get their product information? Wilkinson: You might say that it s a Wild Wild West on the Internet. The biggest pipe of product data that flows outward for a brand owner is the collective group of information it provides to its retailer and distributor trade customers. This information appears on these customers websites; this is collected by web crawlers and web applications and then applied to more websites and applications. This is then picked up by even more and more websites and applications, distributing product information broadly across the web. 3How can I protect my brand integrity online? Wilkinson: In order to maintain brand integrity and consumer trust, brand owners must take control of their product information by being the single source of product truth for retailers and other downstream data recipients. But data sharing and distribution is no longer a one-to-one, business to business transaction. We think Business to Business to Consumer, or B2B2C, is a better operative term. Product information must be the same across the supply chain and on the web, as the same detailed information is needed by both businesses and consumers. For brand owners to achieve success in this new era of the savvy and inquisitive consumer, they need to provide robust and accurate product information everywhere. This information must be accurate, standardized, consistent and detailed. 4How can suppliers and retailers work together to ensure a single source of product truth? Wilkinson: To ensure alignment across industries and geographies, the GS1 organization has developed industry standards for data sharing through the Global Data Synchronization Network (GDSN). This provides a platform for manufacturers and their trade customers to share standardized data, providing a single source of product truth for master data. Extending this standards-based approach to the web will optimize search engine results, help web crawlers to easily and correctly identify product information, and ensure consumers can trust product information to make smart purchasing decisions. 5For companies who are just starting their journey to a single source of product truth, where should they focus their efforts first? Wilkinson: The GDSN is a natural starting point for establishing a single source of truth. Manufacturers and retailers need to understand all of their product information requirements and their effect on the consumer experience. Different information, such as product images, ingredients, uses, assembly instructions and more, is needed at different points of the consumer journey; such as search results, online apps, on shelf and point of sale. Information is linked online by search engines helping to improve the contextual information for the consumer. We recommend that brand owners conduct regular web audits on search results and product associations to ensure product information is accurate, consistent and complete. n 1WorldSync manages the world s product data so that companies can share trusted product information with each other and with consumers, driving business and convenience for everyone. As the industry leader in global product data management and data pool solutions certified for the Global Data Synchronization Network (GDSN ), 1WorldSync can meet the needs of any trading partner in any industry. 1WorldSync supports GS1 Standards, the global standards for identifying, capturing, and sharing product information. CONNECTING TRUSTED PRODUCT EVERYWHERE CGT/RIS 17

18 methodology OVERVIEW About the Shared Data Study We hope you enjoyed the insights contained within CGT and RIS News fourth annual Retailer/Supplier Shared Data Study. The data featured within the report was gathered through two separate surveys. One survey was tailored to poll retail executives about the current status of their own data sharing initiatives as well as their opinions on the data sharing activities of their consumer goods suppliers. The other survey was tailored specifically for consumer goods manufacturing executives and asked about the status of and satisfaction with their data sharing, downstream data and big data initiatives. Survey Methodology Both surveys were conducted via and phone interviews during the summer months of The surveys were written by CGT and RIS News editorial staff and were, for the most part, kept identical to the surveys of passed years so that the resulting report could track data sharing trends over two and, in some cases, three years. Many of the same questions appeared on both the supplier survey and the retailer survey, which allowed us to gather comparable perspectives on specific issues, like the benefits of data sharing. The majority of the supplier survey responses came from Tier 1 consumer goods companies and a smaller percentage of small to mid-market consumer goods firms. The executives that responded came from companies that compete in several categories, including Food, Beverage, Packaged Goods, Personal Care and Apparel. Respondents to the retail survey ran the gamut as well when it came to size and category, with entries coming from retail executives in the Grocery, Mass Merchandising, Convenience and Specialty sectors. Several checks were put in place to validate the legitimacy of each survey response. Analyst Input CGT and RIS News would like to thank the renowned analysts from Boston Retail Partners, Edgell Knowledge Network, Gartner, IDC Manufacturing Insights, RSR Research, Retail Systems & Services and Supply Chain Insights for providing real-world content and insights to support the findings of the 2013 Retailer/Supplier Shared Data Study. We hope that this examination of data sharing between consumer goods manufacturers and retailers helps prove that downstream data and even big data initiatives are well worth pursuing and facilitate collaboration between trading partners. Feedback? We would appreciate hearing your feedback on this report as well as your perspective on data sharing within both industries as much work still needs to be done. Please CGT s Executive Editor Kara Romanow at or RIS News Senior Editor Adam Blair at to participate in the conversation. PublisherS Albert Guffanti, CGT Dave Weinand, RIS News CGT EDITORIAL Executive Editor: Kara Romanow Editor: Alliston Ackerman Assistant Editor: Alarice Padilla RIS NEWS EDITORIAL Editor-in-Chief: Joe Skorupa Executive Editor: Adam Blair Assistant Editor: Nicole Giannopoulos CGT sales Associate Publisher: Diana Masurack Mann Senior Account Manager: Bill Little RIS NEWS sales Associate Publisher: Cathy Marder Account Executve: Ashley Ramirez Account Executve: Lisa Wallace ART & PRODUCTION Creative Director: Colette Magliaro Production Manager: Pat Wisser Subscriptions: Reprints: com, corporate CEO/Chairman: Gabriele A. Edgell President: Gerald C. Ryerson Vice President: John Chiego Founder: Douglas C. Edgell, corporate office Edgell Communications 4 Middlebury Boulevard Randolph, NJ (973) Fax (973) Note: All articles contained within this report were written by Dan Alaimo. TECHNOLOGY GROUP 18 CGT/RIS

19 CGT and RIS would like to thank the Retailer/Supplier Shared Data Study 2013 sponsors: FOUNDING SPONSOR ASSOCIATE SPONSORS CONNECTING TRUSTED PRODUCT EVERYWHERE TIBCO Software PRODUCED BY

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