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From YouTube: Rebuilding Supply Chains into Responsible Supply Networks - Tom Fahey & Tal Viskin, Accenture
Description
Rebuilding Supply Chains into Responsible Supply Networks - Tom Fahey & Tal Viskin, Accenture
Supply chain optimization has always been a primary objective for organizations, but what happens when problems are unprecedented, like the beginning of your supply chain getting shut down? COVID-19 suddenly shifted the demands on supply chains as 87% of consumers changing their purchasing behavior with panic buying, a move to online shopping, and a newfound hyper-focus on the quality and safety of critical goods. This brought into focus how many supply chains are too fragile and rigid to respond to unprecedented disruption and events. As sustainability and conscientious consumption become more engrained as top initiatives, businesses need to invest in the resilience of their supply chain. In this session, get inspired by blockchain capabilities and multiparty consortiums that are paving the way for more responsible supply chain networks.
To learn more about Hyperledger, the open source community focused on developing a suite of stable frameworks, tools and libraries for enterprise-grade blockchain deployments. Which serves as a neutral home for various distributed ledger frameworks including Hyperledger Fabric, Sawtooth, Indy, as well as tools like Hyperledger Caliper and libraries like Hyperledger Ursa click here: https://www.hyperledger.org/
Session Details & Slides (if available)- https://sched.co/j3ed
Access All Sessions: https://events.linuxfoundation.org/hyperledger-global-forum/program/schedule/
----
Hyperledger – Open Source Blockchain Technologies
Hyperledger is an open source community focused on developing a suite of stable frameworks, tools and libraries for enterprise-grade blockchain deployments.
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#Hyperledger #HyperledgerGlobalForum2021 #Blockchain
A
Thank
you,
everyone
for
joining
us
this
afternoon
this
morning
this
evening,
wherever
you
are
in
the
world,
we're
excited
to
and
and
definitely
love
the
opportunity
to
share
with
you,
our
thinking
around
how
we're
rebuilding
supply
chains
and
becoming
more
responsible,
more
transparent
and
more
more
more
visible
across
across
the
network.
So
hopefully
you
can
hear
me
if
you
see
my
mouth
moving
and
you
can
read
my
lips,
but
you
don't
hear
me:
please
drop
something
in
the
q
a
and
let
us
know,
but
my
name
is
tom
fahey.
A
I
work
in
our
supply
chain
offering,
within
our
blockchain
and
multi-party
systems
group
at
accenture.
I've
been
working
in
the
supply
chain
space.
I'm
a
supply
chain
guy
predominantly
who
has
recently
been
introduced
to
the
to
the
wonders
of
multi-party
systems
and
blockchain,
but
over
that
15-year
career
have
worked
in
warehousing
transportation.
Planning,
fulfillment
and
especially
procurement
has
spent
a
lot
of
time.
A
Thinking
about
our
platforms,
automation,
applied,
intelligence
tools
that
we
bring
bring
to
our
clients,
but
recently
I've
been
thinking
about
and
working
with
with
people
like
tao
and
the
rest
of
our
our
group
and
our
clients
and
ecosystem
partners.
Thinking
about
how
we
can
use
multi-party
systems
and
multi-party
organizations
to
truly
change
the
way
we
organize
our
supply
chains-
and
I
think
what
we
have
to
share
here
today
is
an
exciting
introduction
to
that
so
I'll
hand
it
over
to
you
for
a
quick
introduction.
B
Thanks
tom
and
it's
great
to
be
with
everyone
today,
my
name
is
tolviskin.
I
lead
our
sustainable
supply
chain
work
in
accenture's,
multi-party
systems,
team
and
prior
to
this
role,
I
spent
eight
years
with
our
social
impact
arm
called
accenture
development
partnerships
focusing
on
some
of
our
development
sector,
clients
in
the
conservation
space
like
world
wildlife
fund
and
rainforest
alliance
and
others.
All
this
to
say.
B
Thinking
about
the
people
and
how
this,
how
we
create
more
inclusive,
equitable
supply
chains
and,
at
the
same
time,
also
setting
them
up
to
be
resilient,
competitive
and
prime
time
ready
for
the
next
disruption.
So
I
think
this
session
will
we'll
try
to
cover
many
of
these
topics,
we'll
try
to
do
as
much
justice
as
we
can
in
in
the
30
minutes.
We
have
together.
So
with
those
intros
back
to
you,
tom.
A
B
A
So
I'm
actually
going
to
start
us
far
away
from
the
supply
chain,
far
away
from
the
chaos
of
the
last
year,
both
temporally
physically
and
mentally.
Hopefully,
so,
I'm
going
to
rewind
us
back
to
late
spring
1988
right
around
right
around
this
this
time
of
year
and
squarely
in
yellowstone
national
park.
Now
for
those
of
you
that
know
your,
you
know,
your
your.
A
You
know
the
fire
was
unique
in
the
intensity
with
which
it
burned
it.
It
destroyed
much
of
the
tree
life
it
destroyed
and
and
much
of
the
underlying
kind
of
floor
and
fauna
of
the
area,
and
this
was
a
you
know.
We,
I
think,
we've
learned
quite
a
bit.
You
know
these
fires
happen
every
100
to
200
years,
and
the
story
I
want
to
tell
is
not
just
simply
one
of
kind
of
regeneration,
and
you
know
we.
A
I
think
that
some
of
those
processes
are
well
understood,
but
I'm
going
to
drill
into
if
you
go
to
yellowstone
today,
you'll
see
an
absolute
preponderance
of
a
specific
species
called
the
lodgepole
pine
and
what
the
lodgepole
pine
does
is.
It
creates
two
different
kinds
of
cones,
one
of
which
is
used,
99
out
of
100
to
199
out
of
200
years
to
reproduce
and
one
specialized
cone
that
actually
only
becomes
activated
and
only
releases
seeds
once
when
it
is
activated
by
the
extreme
heat
and
temperatures
of
fires.
A
A
And
so
I
I
love
that
story,
because
it
it
makes
me
think
about
kind
of
what
we've
just
been
through
in
the
last
year
right.
I
have
a
sneaky
suspicion
that
if
our
supply
chains
had
planned
for
the
100
to
1
200
kind
of
black
swan
event
of
the
last
two
years,
I
I
may
have
had
a
very
different
toilet
paper
situation
back
last
april
may
june.
I
think
that
our
auto
manufacturers
may
not
be
looking
at
shutdowns
because
of
of
lack
of
supply
and
lack
of
parks.
A
A
You
need
this
underlying
trust
and
cooperation
among
the
entities
in
the
enterprise,
and
I
think,
what's
exciting
about
where
we
see
supply
chains
today,
is
that
we
are
on
the
cusp
of
establishing
the
underlying
technological
changes
that
allow
us
to
build
trust,
build
cooperation,
ultimately
build
transparency
down
throughout
our
value
chains.
Today,
and
what
does
that
transparency
give
you
it?
May
it
may
give
you
visibility
to
an
order?
A
Ultimately,
we
want
to
be
more
resilient
and
able
to
weather
those
disruptions
and
provide
that
operational
agility.
Now
this
this
is
both.
You
know
good
for
companies
in
the
bottom
line,
it's
good
for
us
as
consumers,
and
ultimately
we
think
that
these
come
together
very
nicely
and
tyler's
going
to
share
some
examples
in
in
a
few
minutes
around
how
transparency
and
resiliency
come
together
and
they
enable
actors
and
supply
chains
to
start
making
decisions
that
are
truly
more
responsible,
and
so
you
know
we're
going
to
come
at
this.
A
From
you
know,
nature
doesn't
respond
quite
as
well
to
incentives
as
supply
chains.
Do
you
know
there
is
something
truly
human
and
truly
truly,
you
know
real
about
how
we
respond
to
incentives,
but
some
of
what
we're
going
to
talk
about
is
how
transparency
allows
supply
chains
to
start
building
in
the
incentives
and
creating
the
networks
that
enable
them
to
start
making
responsible
and
resilient
decisions
and
ultimately
change
the
way
that
that
we
that
we
think
about
supply
chains,
and
so
it
all
starts
with
visibility
and
visibility
is
hard
right.
Visibility
requires
trust.
A
Visibility
requires
cooperation.
Visibility
requires
platforms
that
enable
you
to
share
data
and
trust
what
you're
sharing
to
whom,
when
how
etc
and
visibility.
You
know
some
of
the
harder
problems
of
visibility.
I
you
know
in
a
perfect
world,
we
would
be
able
to
see
my
entire
supply,
chain's
inventory
position
and
production
capacity
for
the
next
year,
all
shared
all
in
one
place.
Now
that's
hard
right
that
that
takes
a
ton
of
trust,
and
we
are,
I
think,
quite
a
bit
away
from
from
that
notion,
but
let's
start
with
something
more
more
basic.
A
Let's
start
with
supplier
data
supplier
data
is
maintained
by
every
single
corporate
entity
around
the
world
for
all
their
suppliers,
and
then
a
duplicate
set
of
that
same
data
is
maintained
in
as
customer
data
in
a
whole
nother
set
of
of
supply
in
erps
and
supply
chain
systems,
the
preponderance
of
that
data.
So
it's
in
thousands
and
thousands
of
different
systems.
It
is
being
managed
and
reconciled
by
literally
hundreds
of
thousands
of
people
around
the
world
are
doing
nothing
but
ensuring
that
these
different
copies
of
the
same
data,
most
of
which
is
not
terribly
proprietary.
A
They
need
to
ensure
that
they're
going
to
be
paid
for
their
sustainable
farming
practices
and
therefore
we
need
to
ensure
that
we
can
track
that
that
sustainable
product
is
differentiated
when
all
those
beans
are
poured
into
a
hopper.
You
know
three
steps
to
supply
chain:
they
go
through
a
consolidator
through
local
markets.
Through
you
know,
they're
poured
onto
ships,
they
go
to
processors
they
go
to
and
they
they
land
near
starbucks.
A
You
know
the
building
the
systems
that
we
need
to
prove
that
the
coffee
that
I'm
pouring
the
coffee
that
I'm
buying
is
actually
sustainably
sourced
is
an
extremely
complex
problem
that
starts
first
with
visibility,
and
so
there
is
no
company
in
the
world
that
can
actually
drive
their
supply
to
to
behave
in
a
more
in
a
more
responsible
manner
without
having
visibility.
First
to
that
supply,
and
this
this
applies
to
the
the
coffee
grower.
A
This
applies
to
the
farmer
and
thinking
about
how
can
we
create
a
connection
between
the
consumer
and
that
farmer
to
to
incentivize
and
create
a
monetary
transaction
that
enables
a
consumer
of
that
cup
of
coffee,
to
pay
that
specific
farmer
and
and
show
appreciation
for
for
the
responsible
decisions
they're
making?
It
applies
to
your
huge
corporations
and
the
ability
to
get
financing.
A
If
I
can't
prove
that
my
steel
is
more
sustainably
produced
than
the
competitors
and
it's
all
entering
a
wholesale
steel
market,
then
I
have
no
incentive
to
go:
invest
the
tens
to
hundreds
of
millions
of
dollars.
It
takes
to
improve
my
fabrication
processes
and
foundry
processes
and
and
create
the
the
sustainable
marks
of
the
future,
and
so
in
order
to
their
our
our
clients
and
and
the
the
supply
chains,
and
consumers
are
now
willing
to
pay
for
these
for
these
improvements
and
these
investments
and
these
and
driving
and
driving
sustainable
outcomes.
A
But
we
need
the
visibility
first
in
order
to
do
it,
and
I
think
that
it
that
visibility
then
takes
these
multi-party
systems
and
ultimately,
the
sorts
of
technology
investments
that
are
that
we
are
seeing
emerge
to
bring
that
bring
that
story
to
life.
Then,
ultimately,
we
land
on
we
land
on
kind
of
the
operate
and
transform
that
once
we
have
that
visibility
and
we're
driving
improvements
in
our
supply
base,
we
can
now
get
real-time
visibility,
traceability
and
and
kind
of
responsible
behaviors
in
our
supply
chain.
A
We
can
see
that
in
real
time,
and
so
we
think
about
these
three
steps.
First
of
all,
creating
visibility,
second,
creating
the
mechanisms
in
the
markets
that
we
can
use
to
encourage
growth
and
improvement
in
our
supply
chains
and
then,
ultimately,
tying
those
supplier
behaviors
to
the
actual
piece
of
steel,
the
actual
bar
of
steel,
the
actual
you
know,
truckload
of
coffee
that
I'm
moving
through
our
supply
chain.
B
Great
thanks
so
much
tom
and
I
loved
your
tree
and
nature
analogy.
I
think
that
really
brings
it
to
life
around
the
resiliency
that
we're
talking
about
here
for
supply
chains.
I
know
there's
a
lot
of
words
on
this
screen
I'll,
try
not
to
be
married
to
them
in
this
next
section,
and
we
really
want
to
bring
it
to
life
with
two
two
living
examples.
You
know
what
does
this
look
like
in
practice?
How
does
it
actually
build
resilience
and
drive
value
that
that
my
colleague
spoke
about
up
front?
B
The
first,
which
you
see
here
on
the
screen,
is
a
collaborative
initiative
and
collaborative
is
kind
of
the
the
imperative
word
here.
One
that
we're
doing
with
the
world
economic
forum
and
the
second
example
you'll
see
in
just
a
minute
is
the
specific
examples
focused
around
a
tech
component
supply
chain,
so
two
very
different
examples
here,
one
more
in
the
human
humanitarian
sector
and
the
second
much
more
in
the
kind
of
private
sector
high-tech
space.
So,
let's
jump
in
with
this.
B
With
this
first
example,
I
want
to
echo
a
few
of
the
points
that
my
my
colleague
tom
mentioned.
The
first
is
that
the
the
challenge
of
poor
global
visibility
on
the
movement
of
goods
in
the
humanitarian
sector
and
even
in
the
private
sector
is
not
new.
This
challenge
existed
long
before
kova
19
and
I'm
sure
it
will
still
be
here
even
after
cover
19..
B
The
challenges
are
far
too
complex
and
they're
global
in
nature,
and
so
meaningful
change
will
come
about
back
to
the
tree
analogy
and
the
nature
analogy
back
to
collaborative
action
back
to
working
across
diverse
stakeholders
towards
that
common
goal,
and
so
one
of
the
supply
chain
resilience.
Initiatives
that
we
accentuate
have
been
supporting
to
solve
for
this
complex
challenge
is
one
that
has
been
pioneered
by
the
world
economic
forum
and
I'll
share
a
little
bit
more
on
this.
B
The
goal
is
ultimately
to
form
a
coalition,
a
coalition
of
diverse
stakeholders
that
are
willing
to
share
anonymized
public
and
private
sector
data
and
facilitate
a
truly
open
source,
pre-competitive
dashboard,
and
that
dashboard
seeks
to
do
three
things.
One
provide
near
real-time,
visibility
of
supply
system,
system-wide
performance.
B
Environments
in
this
particular
example
we're
talking
about
humanitarian
entities,
public
and
regulatory
bodies,
producers
and
suppliers
of
these
goods
and,
of
course,
the
transportation,
logistics
and
industry
players
that
are,
you
know,
dealing
with
this
data
and
information
every
day,
I'll,
maybe
just
say
one
one
more
thing,
and
then
I'll
move
to
the
second
example.
The
other,
I
think,
really
important
point
on
this
example.
B
B
Yeah-
and
I
think
maybe
we
can
follow
up
I'll,
come
back
to
that
question
at
the
end,
in
terms
of
you
know
where
we
can
share
more
I'll,
just
mention
the
the
second
example,
which
is
we're
looking
at
here
on
this
slide.
Essentially,
the
procure
a
procured
provision,
distribution
process
for
technical
components,
so
think
about
the
the
process
from
manufacturing
all
the
way
to
distribution
and
again,
I
think,
you'll
hear
me
sort
of
echo
some
of
the
same
points
here.
You
know
it's.
It's
challenging
enough
to
know.
B
What's
going
on
in
your
own
supplier,
you
know
environment
and
ecosystem
when
you're
dealing
with
your
own
direct
suppliers
and
much
more
challenging
when
it's
outside
your
walls.
So,
as
we
think
about
you,
know,
topics
like
managing
end-tier
suppliers,
those
are
suppliers
that
are
a
few
tiers
down
where
you
may
not
exert
direct
influence.
You
know
that
that
really
starts
to
become
more
challenging
and
so
these
models.
B
I
think,
what's
really
important
to
keep
in
mind
here.
As
long
as
these
external
data
silos
exist,
it's
going
to
be
a
very
expensive
pain
in
the
neck
process
to
measure
things
like
emissions
or
waste,
because
that
full
footprint
is
not
just
that
one
single
organization's,
but
the
collective
footprint
of
all
of
those
actors
in
the
ecosystem
at
the
end
of
the
day.
B
So
having
this
data,
as
we
think
kind
of
left
to
right
here,
having
this
data
can
really
help
to
improve
intelligence,
sourcing
decisions,
drive
efficiency
and
back
office,
better
assess
risks
like
human
rights
and
climate.
Hence
the
nod
here
at
the
bottom
to
scope,
three
emissions
and
finally
optimize.
You
know
on
hand
inventory
and
that
supply
and
demand
matching
to
really
reduce,
reduce
waste.
Overall.
B
So
as
we
think
about
this
example,
you
know
lots
of
moments
here
to
take
this
collaboration
further,
in
the
way
that
more
granular
data
is
shared
across
participants,
whether
that
be
across
the
the
purchase
order,
the
shipment,
the
invoice,
the
data-
that's
being
exchanged
all
across
this
and
having
that
one
single
source
of
truth.
So
I
think,
that's
all
I'll,
say
tom
I'll
come
back
to
the
question
now
around
weff.
This
is
definitely
a
work
in
progress
in
terms
of
the
the
collaborative
initiative
that
we
talked
about.
B
We
are
hoping
to
make
some
more
public
announcements
later
in
this
year
later
in
this
year,
timed
around
some
of
the
weff
initiatives,
so
we
haven't
actually
broadcasted
too
widely,
yet
you're
all
getting
a
little
bit
of
a
sneak
sneak
peek
preview
here,
but
in
the
coming
months,
we'll
be
making
more
of
this
more
widely
available
and,
of
course,
feel
free
to
reach
out
to
myself
and
tom.
If
you'd
like
a
little
bit
more
detail
or
have
some
further
further
questions
after
the
session.
A
B
A
Back
over
to
you
yeah,
and
what
I
throw
out
across
all
about
both
those
examples
right
in
in
the
web
example.
You
know,
wef
is
a
fantastic
globally
known
organization
that
has
the
pull
to
kind
of
drive,
this
sort
of
cooperative
change
and
in
this
high
tech
example,
it's
a
similar
kind
of
apex.
You
know
household
name
brand,
who
carries
some
sway,
significant
sway
with
their
supply
markets,
and
so
we're
seeing
is
number
one.
A
But
what
we
find
is
that
when
you
have
that
apex
buyer
motion,
we
have
to
fight
every
instinct
that
they
have
to
make
this
a
proprietary
way
to
drive
more
squeeze
more
out
of
their
supply
chains,
because,
ultimately,
you
know
that
that
cooperative
motion
that
cooperative
movement,
that
cooperative
instinct
is
something
that
is
something
that
we
were
working
with,
our
our
buyers
to
to
develop
and
to
think
about.
These
is
not.
A
How
do
you
think
about
the
suppliers
and
what
they're
getting
in
and
their
ability
to
you
know
a
key
example:
how
can
visibility
to
a
supplier
and
their
practices
enable
ways
for
them
to
more
easily
get
financing,
whether
that's
trade
financing,
whether
that's
for
supply
chain
improvement,
so
thinking
about
creating
value
for
all
the
players
in
the
ecosystem
is
absolutely
critical,
a
weft
kind
of
things
about
that
naturally,
but
we're
thinking
of
this
more
in
a
corporate
in
a
corporate
standing.
I
think
it's
something
to
always
keep
in
mind.
A
Is
you
know
what
is
the
value
of
the
tier
one
integrator
who's
combining
parts?
What
is
the
value
of
the
hub?
How
can
they
get
better
visibility
into
supply
demand
signals
and,
ultimately,
in
the
tier
two
manufacturer?
How
can
they
begin
to
prove
you
know
some
of
those
are
ultimately
really
interested
in
problems.
How
do
I
prove
that
this
is
a
you
know?
You
have
to
pull
a
household
name
and
a
an
amd
branded
chip
or
intel
branded
champion
nvidia
right.
A
You
know
eliminating
those
frictions,
allow
us
or
eliminating
the
friction
of
of
distrust
right.
There
are
all
sorts
of
different
forms
of
friction
that
exist
that
ultimately
allow
us
to
cooperate
more
effectively,
create
the
incentives
and
move
the
entire
supply
chain
forward,
and
we
we're
talking
about
this
as
sort
of
this
one
connected
supply
chain
vision
it's
around.
How
can
I
get
visibility
and
you
know-
and
I'm
sort
of
gonna
sideways
hit
tom
a
bit
of
your
question
on
open
supply
chain,
an
intel
happy
to
hear
you
say
more.
A
I
think
that
the
way
we
see
this
evolving
is,
and
at
least
near
term
right
is
not
as
a
single
wide
open
network.
But
how
does
each
industry
invest
in
the
use
cases
that
really
matter
to
them?
And
I
think
what
we're
going
to
see
emerge
is
a
series
of
you
know.
Tal
mentioned
the
the
food
you
know,
maybe
a
a
wef
or
a
or
you
know
a
distributor
there.
That's
deep
in
the
food,
the
food
system
provokes
the
the
creation
of
a
food
based
a
food
based
network.
A
We're
gonna
see
the
emergence
of
a
high-tech
supply
network
like
we
alluded
to
earlier.
Maybe
there's
one
in
oil
and
gas
or
maybe
there's
one
in
natural
resources,
steel.
Some
of
these,
some
of
these
key
components,
are
going
to
emerge
in
some
of
their
own
networks.
I
think
what's
incumbent
upon
us,
as
you
know,
business
quasi,
technologists,
quasi
thought
leaders
is
to
think
about
carefully
about
the
design
of
those
networks.
So
they
can
scale
and
and
come
together
tom,
not
exactly
addressing
your
question,
but
I
think
we
can.
A
I
think
of
an
auto
manufacturer
may
need
to
join
the
sustainably
source,
rubber
steel,
auto
parts-
oh
and
they
have
high
tech
components.
So
how
do
we?
How
do
we
make
that
a
scalable
and
an
effective
motion,
but
ultimately
it's
going
to
be
about
how
do
we
create
these
networks
and
and
use
use
our
partnerships
and
ecosystems
from
all
the
kind
of
household
brand
names
across
erps
and
and
business
process
software?
A
B
A
Absolutely
with
that,
I
open
it
for
any
other
questions,
or
we
may
actually
be
able
to
give
you
90
seconds
to
run
and
do
whatever
you
need
to
do
before
your
next
session,
but
happy
to
happy
to
hover
here
for
a
few
more
minutes
and
see
if
there
any
other,
any
other
questions
from
from
the
group,
and-
and
thank
you
very
much
for
your
time.
We
appreciate
the
opportunity
and
love
to
love
that
you
we're
willing
to
spend
30
minutes
of
your
day
here
with
us.
Thank
you
very
much.
A
There's
a
major
challenge
around
kind
of
on
chain
off
chain,
and
I
don't
want
to
get
too
technical
but-
and
I
I
would
I
would
get
in
trouble
if
I
were
becoming
too
technical,
but
I
I
think
that
the
major
thing
we
have
to
make
sure
that
participants
understand
is
on
chain
off
chain
data
sharing
and
and
security
right.
I
think
that
there
there's
a
very
logical
explanation
to
the
you
know:
we
get
the
question
all
the
time
of
you
know.
A
Blockchain
and
their
bitcoin
sound
sounds
scary
right,
and
you
know
this.
This
is
very
much
right.
The
hyperledger
is
an
expert
at
explaining
and
explaining
why
this
is
different
than
the
permissionless
networks
that
that
pervades
some
of
the
the
crypto
space
and
the
energy
requirements
etcetera.
But
I
think
the
biggest
challenge
is
still
there's
a
very
we're
just
we're
having
this
discussion
earlier,
actually
with
a
client
who's
trying
to
build
a
network
and
a
lack
of
understanding
of
the
corporate
it
departments
around.
A
If
this
is
on
the
blockchain,
who
has
a
copy
of
my
data,
who
doesn't
and
being
very
specific-
and
it's
even
seen
as
deep
as
developing
the
vocabulary
that
we
used
to
describe
the
on-chain
opt-chain-
doesn't
really
mean
a
lot
right,
even
among
among
people
who
know
who
know
the
technology,
it
doesn't
mean
a
lot
but
figuring
out
the
vocabulary
in
the
way
that
we
talk
about
who
has
what
copies
of
data
in
what
context
and
how
we
make
that
security
model
visible,
auditable,
inspectable,
verifiable,
etc.
I
think
is
really
key.
A
So
it's
I,
I
think
you
know
right
now.
Every
time
I
have
on
these
client
discussions,
it's
a
it's
a
bit
of
a
from
scratch.
Okay,
here's
what
data
you
have!
Here's
the
data!
This
partner
has
and
here's
the
points
in
the
process
at
which
at
which
it
it
is
shared.
But
but
I
truly
think
a
lot
of
it
is-
is
going
to
come
down
to
developing
the
book,
the
shared
vocabulary.
A
We
have
a
shared
vocabulary
on
how
we
just
and
there,
and
there
are
standards
that
establish
like
how
we
describe
security
in
a
data
center,
for
instance
right
and
when
we
were
first
talking,
data,
centers
and
clouds.
You
know
you
know:
data
centers,
20
30
years
ago
and
cloud
you
know
10
years
ago.
You
know
it
was
very
soft
and
it
cloudy
is
even
more
recent
right
cloud
we
went
from.
A
We
have
to
have
this
conversation
from
scratch
with
every
client
to
there's
now
a
set
of
vocabulary
around
whether
it's
hybrid
virtual
et
cetera,
that
describes
so
describe
some
of
these
technology
patterns.
So
I
think
it's
really
going
to
take
some
work
for
us
as
an
entire
industry
to
establish
some
of
the
standards
around
how
we
talk
about
how
data's
shared
and
who
can
see
what
and
when
and
then.
Ultimately
that
will
guide.
So
it's
really
in
that
info.
Second
data
security
standard.
I
think
charity.
From
my
point
of
view.
I
don't
know
dude.
B
Yeah,
that's
a
great
that's
a
good
question
thanks
for
that
one.
I
just
add
one
thing
to
tom's
answer
there
and
I
would
say
that
I
think
one
of
the
challenges
and
one
of
the
first
answers
before
you
get
to
the
technology
is
actually
what's
the
business
model,
the
operating
model
that's
going
to
support
the
the
whatever
solution,
whatever
data
sharing
construct,
it
ends
up
being
and
focusing
in
on
that
first,
you
know.
B
As
a
as
an
example,
I
mean
one
of
the
fundamental
questions
when
you're
working
in
consortiums
and
ecosystem
and
some
of
the
call
might
might
have
experience
doing
this
themselves
is
thinking
about
what
is
the
willingness
and
interest
of
those
parties
to
share
data
or
share
certain
certain
parts
of
the
data
in
the
ecosystem
and
are
they
comfortable
sharing
that
in
a
distributed
fashion
and
kind
of
getting
to
the
heart
of
some
of
the
core
business
model?
Questions?
B
I
think,
if
there's
alignment
out
of
the
gate
in
that
kind
of
initial
ecosystem
you're
going
to
get
a
lot
further
than
if
you
only
find
out
much
later
you've
sort
of
tried
to
solve
the
technology,
and
then
you
find
out
later
actually
there's
not
a
lot
of
alignment
on
the
business
model
and
strategy
and
governance
around
how
all
of
these
operators
for
lack
of
better
order
will
work
together.
So
I
think
that's
a
big
challenge
and
I
think
that
actually
is
where
the
real
effort
lies.
B
A
Thousand
thousand
to
you,
the
mike
did
you
want
to
hit
nacio's
question.
I
I
have
some
thoughts.
I
know
you've
spent
quite
a
bit
of
time
in
food
and
he's
looking
special
small
farms,
traders,
distributors
and
specialty,
especially
foods.
I
assume
that
ignacio,
a
lot
of
that
is
around
proof
of
providence
proof
that
you're
getting
this
small
batch
honey
and
not
the
the
I
don't
know
the
honey
supply
chain.
Take
you
well,
but
I
assume,
there's
quite
a
providence
challenge
on
natal.
If
you
wanted
to
yeah,
I
think.
B
It's
a
yeah,
it's
a
good
one.
I
have
spent
some
time
in
the
agriculture
and
farming
space,
food
industries
so
and
I'll
try
to
do
this
quickly,
because
I
know
there
might
be
a
couple
other
questions
here,
but
I
think,
in
addition
to
sort
of
thinking
about
the
provenance
and
traceability
of
the
product
down
to
origin,
whether
that
be
around
sustainable
farming
practices
or
wanting
to
prove
that
you
know
the
coffee
beans
are
of
a
certain
quality
sourced
in
a
certain
way.
B
I
think
the
other
big
one
that
I've
seen
the
other
big
challenge
or
kind
of
insight
is
how
to
actually
create
solutions.
I
mean
the
average
probably
average
kind
of
farmer
or
user
of
the
network
is
not
even
going
to
be
aware
that
this
is
built
on
a
distributed
ledger.
So
how
do
we
create
low-cost
intuitive
solutions
that
actually
work
for
people
on
the
ground?
I
mean
you
know
it's
particularly
I've,
seen
in
in
sort
of
emerging
markets
that
farmers
time
is
very
precious,
as
you
may,
as
you
probably
know,
ignacio.
A
And
now
so
I'll
throw
in
that
you
know
what
we're
seeing
as
well
is
you
know,
food
safety
standards
and
regulation
are
being
to
really
drive
this
space
and
we're
what
we're
talking
about
quite
a
bit.
Is
you
know
how
to
you
know,
the
the
regulations
that
are
rolling
out
now
are
only
going
to
become
more
significant,
more
severe
as
wrong.
A
Severe
is
a
bad
word,
but
they're
only
going
to
become
more
more
rigorous
in
the
future,
and
so
how
do
you
start
to
invest
now
to
be
a
leader
in
that
regulatory
space
and
therefore,
like?
How
do
you
use
you
know,
for
example,
the
there's
a
there's,
a
new
fda
draft
rule
around
traceability
of
material.
A
The
same
effects
are
going
to
apply
at
the
smaller
within
the
smaller
players
as
well
that
they're
going
to
be
seeking
some
way
to
comply
with
with
rulings,
and
you
know
the
I
forget
what
the
there
is
some
level
which
a
small
farm
is
is
you
know
exempt,
but
it's
it's
really
really
really
small.
It's
not
much
bigger
than
the
backyard
garden
I
have
I
have
here
so
just
about
anyone.
A
B
Happy
to
take
a
first
swing,
and
then
tom
build
on
this
yeah.
I
do
think
there's
probably
some
use
cases
in
retail
or
responsible
retail
that
surface
to
the
top.
For
me,
I
think
sustainable
sourcing,
as
we've
talked
about
today,
is
a
big
is
a
big
topic.
I
also
think
the
consumer
engagement
side
in
retail
is
really
important.
B
How
are
you
interrupt
interacting
with
the
customer
and
how
you
building
that
kind
of
enhanced
augmented
product
experience
in
ways
that
build
that
that
trust-
and
I
think
the
other
one-
that's
interesting
in
retail
as
a
use
case-
is
probably
around
fraud,
and
thinking
about
I
mean
authenticity
in
in
certain
particularly
luxury.
Retail
markets
is
a
huge
topic,
huge
huge
losses
around
fraud
and
counterfeit,
and
those
are
probably
three
use
cases
or
spaces
that
I
see
getting
a
lot
of
play
and
interest
and
where
I
think
you
know,
technologies
like
this
can
can
help
solve.
A
Well,
one
of
the
other
ones
we
kicked
around
for
paul.
I
don't
know
if
you
were
involved
in
these
discussions.
This
I'm
pulling
back
from
a
year
two
years
ago
is
trade
promotions
and
the
complex
relationships
between
between
your
consumer
goods
manufacturers
and
your
retailers
and
the
reconciliation.
The
the
massive
reconciliation
process,
around
trade
promotions.
A
A
All
right,
I
think,
we've
done
10
minutes
I'll,
give
it
another
20
seconds.
30
seconds
turns
a
huge
return.
Yeah
return
return
is
absolutely
you're
exactly
right
and
we
see
returns
both
in
retail,
but
I
mean
the
the
warranty
processes.
We
were
talking
automotive
and
warranty
processes,
and
you
know
the
province
of
parts
within
warranty
process
and
what's
on
your
car
right,
there
warranties
and
returns,
and
getting
that
and
then
ultimately
tying
it
back
to
the
green
theme.
B
Yeah,
I
think
it's
a
good
nod
tom
to
the
secondary
markets
too,
that
if
you
think
about
circular
economies
and
kind
of
these
closed
loop
systems,
then
it
really
starts
to
get
interesting.
You
know
not
just
being
able
to
prove
you
have
the
the
right
to
that
product
that
or
the
warranty.
What
have
you
the
claim.
But
what
does
that
look
like
after
the
product
is
near
retirement
and
is
there
a
sec?
A
Yeah
and
then
providence,
I
mean
if,
if
you
think
of
a
retailer,
how
much
is
white
label
or,
if
you're,
in
a
in
a
branded
retail
situation
right
the
providence
of
goods
and
counterfeits?
Is
you
know
you
look
a
lot
like
a
a
manufacturer,
a
consumer
goods
company,
depending
on
which,
which
formal
ratio
you're
in
so
all
right?
A
Would
that
tell
you
what
the
last
word
or
is
my
roofing?
Okay?
Well,
thank
you
very
much
for
either
11
people
who
are
actually
here
or
who
walked
away
and
forgot
to
push
the
lead
button.
We
appreciate
it.
Maybe
tal-
and
I
have
been
talking
to
and
charity
have
been
talking
to
a
new
empty
room
for
the
last
five
minutes,
but
we
appreciate
it
and
this
has
been
fun.
Thank
you.
Everyone
yeah.