►
From YouTube: Transitioning the World to United Supply Chains via Hyperledger Grid - Borre Moolenaar, Cargill
Description
Transitioning the World to United Supply Chains via Hyperledger Grid - Borre Moolenaar, Cargill
Modern supply chains aren’t linear pathways, they’re complex networks. To drive meaningful optimization and value creation, we’re connecting that ecosystem at the industry level, making the business of food (in the case of Cargill) more efficient, transparent, and secure. Anchored by open standards and industry best-practices, Hyperledger Grid is designing and building a series of supply chain solutions that unlock value by simplifying processes across the agrifood industry’s supply chain network. In this presentation, Borre will discuss how organizations stand to benefit by using Grid. The talk will spotlight the development of Grid Purchase Order to demonstrate a real-life value case, briefly touch on the community-driven approach to product development, and offer tangible ways you can get involved.
Sessions Details & Slides (if available)- https://sched.co/j3bO
Access All Sessions: https://events.linuxfoundation.org/hyperledger-global-forum/program/schedule/
----
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A
A
So
what
I'll
try
to
do
in
this
presentation
today
is
to
compress
it
to
15
20
minutes
top
so
that
we
have
plenty
of
time
of
q
a
because
I
I
implore
everybody
to
think
about
some
stuff
and
be
candid
and
be
as
bold
as
you'd
like
to
to
speak
a
little
bit
about
your
thoughts
and
things.
I
wasn't
clear
on
or
something
I
could
clarify
better
during
this
presentation.
A
It's
a
real,
unique
proposition
that
I
get
the
privilege
of
leading
in
my
role
as
digital
product
line
leader.
My
name
is
by
the
way
borah
muller
and
guessing
by
my
name,
I'm
not
based
in
the
united
states.
I
live.
I
live
in
the
netherlands,
but
I'm
based
in
the
cargill
schiphol
so
we're
in
the
skippal
office,
which
is
next
to
the
airport,
which
is
the
airport
location.
So,
if
you're
ever
around,
let
me
know,
but
I
hope
that
post
pandemic
we
get
to
see
a
little
bit
of
the
globe
again
in
person.
A
So
if
we
ever
get
a
chance
to
meet
a
person,
I
also
look
forward
to
that
opportunity.
I
hope
you're
all
doing
well
and
excited
to
kick
things
off
so
with
that
talking
a
little
bit
about
why
cargill
said
on
this
journey
and
something
that
I
think
also
is
close
to
a
lot
of
our
hearts
and
something
we've
all
experienced
in
different
ways
and
meanings
is
the
change
of
what
the
pandemic
has
brought
to
many
industries,
including
cargills,
about
the
need
to
digitalize
and
invest
in
data.
A
A
couple
of
things
that
really
stood
out
for
us
is
that
we,
we
always
knew
we
had
to
invest
and
we
always
knew
there
were
elements
of
the
supply
chain
that
were
predominantly
out
there
that
we
needed
to
go
after,
but
with
the
pandemic
and
forcing
us
to
work
away
from
the
office
and
in
our
own
safety
of
our
homes.
It
really
created
the
new
urgency
to
create
that
transparency
of
visibility.
A
So
the
thing
I
like
about
this
quote
from
the
new
york
times
is
really
that
it's
really
compressing
all
the
issues
into
an
accelerated
funnel
and
accelerating
the
thought
process
and
the
leadership
support
that
we
need
to
start
the
journey
for
that
digitalization,
and
I
think
it's,
it's
really
fitting.
For
today's
conversation
to
talk
a
little
bit
about
what
trends
we've
we've
seen
and
how
did
those
issues
compress
our
needs
to
invest
in
this
technology,
and
how
is
it
benefiting
us?
So,
for
those
that
are
not
familiar
with
cargill,
cargill
is
a
global
agricultural
business.
A
We
were
we've
been
in
existence
over
150
years,
started
in
the
united
states,
with
corn,
milling
and
training,
and
that's
grown
over
the
years
organically
and
with
acquisition
in
different
product
lines.
We're
active
in
animal
nutrition
and
feed
mix,
we're
also
active
in
aqua
nutrition
and
different
product
lines
there,
and
we're
also
now
specializing
in
health
and
optimized
feed
and
we're
also
very
active
in
commodity
trading,
such
as
soybean
soy
meal.
We
have
palm
oil,
we
have
cocoa
and
many
other
diverse
product
lines
across
the
globe.
A
A
couple
of
trends
that
are
predominant
for
a
company
such
as
cargill
in
the
food
industry
is
to
really
think
about
the
trends
externally
of
how
that
transformation
is
driving
the
force
in
terms
of
the
growth
of
the
food
ecosystem
and
what
kind
of
products
are
on
the
shelf.
The
difficulty
of
those
growing
products
on
the
shelf
isn't
per
se
the
number
of
products,
but
the
complexity,
to
manufacture
and
produce
and
distribute
those
products,
and
that's
really
where
cargill
sits,
and
we
also
expect
and
everybody's
pretty
informed.
A
A
To
give
you
kind
of
a
flavor
of
this.
A
key
topic
that
is
very
well
on
everybody's
radar
today
is
is
the
topic
of
deforestation
and
farmer
livelihood
and
those
are
just
two
examples
of
risks
that
we
are
trying
to
manage
in
our
supply
chain
by
being
proactive
and
preemptive
to
prevent
these
from
happening
and
manage
making
sure
that
our
supply
chains
are
are
credible.
A
One
of
the
things
that
is
key
and
that
we've
seen
as
we
looked
externally
with
these
trends
is
that
we
see
that
our
partners
are
experiencing
the
same
thing
and
when
we
say
partners
from
a
cargo
lens,
we
really
mean
our
suppliers
and
our
customers
and
potentially
also
down
the
road,
our
customers
customer.
And
that
is
an
an
issue
in
the
sense
of
how
do
we
create
that?
Remove
that
friction
and
that
we
create
effective
collaboration,
and
that
sounds
very
heavy.
But
it
really.
A
So
thinking
about
the
concepts
of
those
value
chains,
we
all
we
see
this
notion
of
the
journey
from
a
farmer
through
a
local
trader
and
buying
station
all
the
way
to
manufacturer,
to
maybe
another
manufacturer.
That
then
goes
to
transporter
and
all
the
way
ends
up
to
a
consumer
and
to
be
clear,
this
is
illustrative.
Don't
hold
me
accountable
here
for
for
the
accuracy
of
the
supply
chain,
but
what
is
key
here
is
that
each
of
those
roles
that
you
see
in
these
circles
has
a
role
to
play.
A
A
farmer,
for
example,
cares
deeply
about
fast
liquidity.
If
we
purchase
cocoa
beans
from
a
farmer,
we
want
to
make
sure
that
that
person
gets
paid
up
front.
As
the
transaction
happens,
the
farmer
doesn't
want
to
wait
to
pay
for
the
payment
to
come
in
after
it's
been
traded
or
processed
through
the
supply
chain.
Another
example
is
that
a
manufacturer
wants
a
better
forecast
of
the
demand
in
the
market
from
a
retail
perspective,
and
a
retailer
might
worry
more
from
an
angle.
A
So
a
thing
we
see
from
a
technology
side,
but
also
from
a
business
process
side
that
they're
really
tailored
to
a
point-to-point
solution,
not
not
that
being
a
bad
thing,
but
it
doesn't
overcome
and
overarch
the
bigger
picture.
The
other
thing
is
that,
as
we
create
those
point-to-point
relationships,
they
are
driven
by
a
definition
of
standard
that
they
agree
on,
but
are
they
really
defined
by
an
industry
standard?
A
How
do
we
create
value
from
an
efficiency
piece
and
a
cost
management
perspective,
because
it
at
the
end
of
the
day,
the
true
value
for
us
is
to
mitigate
the
costs
and
the
efficiencies
that
are
really
here.
So
how
are
we
thinking
about
this?
If
we
continue
to
look
at
this
network
and
we're
seeing
at
it
from
a
different
lens?
We're
seeing
the
opportunity
actually
to
say
hey
here
is
actually
a
landscape
where
we
can
think
about
efficiency,
transparency
and
security.
And
how
are
we
thinking
about
this?
A
So
in
the
role
of
a
manufacturer
to
a
distributor
or
to
a
retailer?
We
said
what,
if
we
have
a
technology
running
in
the
background
that
is
facilitating
the
the
elementary
capability
of
the
node
to
enable
some
basic
distributed
capabilities,
as
you
then
create
the
network
and
it's
now
being
visualized
in
a
in
a
blue
state,
you're,
actually
transcending
that
point-to-point
relationship
and
actually
creating
meaningful
connections
that
allow
you
to
think
differently
about
how
you
create
those
those
bridges
today
and,
as
you
can
see.
A
A
Ultimately,
people
that
have
companies
that
deploy
these
capabilities
are
going
to
be
positioned
to
make
better
and
faster
decisions,
and
they
are
going
to
have
a
better
overview
of
ongoing
processes
and
to
be
clear,
the
information
that
they
have.
They
can
also
share
it
externally,
but
that
will
be
obviously
with
different
capabilities
than
with
technology
such
as
hyperledger
grid.
A
In
a
similar
way,
we
believe
that
there
are
phenomenal
software
vendors
out
there
that
do
great
and
amazing
things,
and
our
view
is
here
that
there's
actually
an
opportunity
to
to
position
this
open
source
and
build
this
collectively
with
the
industry
and
our
partners
out
there
and
make
it
available
to
anyone
that
wants
to
participate,
which
is
already
the
case
today.
Ultimately,
this
lowers
the
threshold
and
the
end
barrier,
the
entry-
and
I
think
that
makes
a
huge
difference
of
how
we
see
the
value
come
to
to
life.
A
Ultimately,
we
talked
about
the
efficiency
piece
and
the
cost
of
investment,
the
more
this
gets
integrated
and
the
more
this
gets
adopted
throughout
time.
The
the
more
automation
you
will
find
in
in
this
network
and
in
the
supply
chains
that
will
actually
remove
all
that
friction
that
we
talked
about
and
that's
obviously,
some
of
the
big
benefit
that
it
brings
to
the
table.
A
Ultimately-
and
this
is
also
an
important
piece
to
call
out-
we
are
seeing
that
leveraging
hyper
electric
grid
as
an
application
layer
on
on
the
on
the
distributed
ledger
capability
is
also
another
software
that
we
purposely
invested
in.
That
allows
us
to
privatize
and
secure
those
relationships
again
in
the
diagram.
We're
talking
about
that
relationship
between
the
manufacturer
and
the
distributor.
That
relationship
is
private
for
all
the
right
reasons.
Maybe
they
have
price
agreements.
Maybe
they
have
specific
items
that
are
only
manufactured
for
that
specific
distributor.
A
Those
relationships
need
to
be
private
and
we
secure
that
in
a
meaningful
and
thoughtful
way
and
I'll.
Obviously,
I'm
happy
to
speak
more
about
that
in
in
the
following
slides,
and
I
think
that
is
an
important
piece
to
call
out,
because
with
a
lot
of
distributed,
ledger
technologies
and
open
source
capability
or
general
technology
capabilities
in
this
nature
is
one
of
the
things
that
we've
seen.
That
sharing
data
is
is
proprietary
and
important,
but
maybe
not
always
for
certain
relationships.
So
that's
something
we
thought
of
as
well.
A
So
how
are
we
seeing
the
bigger
picture
of
the
of
what
we're
wanting
to
do
with
hyper
electric
grid?
So
what
is
our
future
vision
and
what
are
our
current
priorities
so
a
little
bit
giving
you
a
flavor
of
the
screen,
you're
looking
at
right
now
is
a
stack
of
ideas
of
business
apps
that
we
are
going
to
go
after
in
between
now
and
the
foreseeable
future.
To
be
clear,
this
is
not
set
in
stone.
A
How
this
really
works
is
that
we
are
building
and
developing
and
designing
grid
components,
and
those
are
highlighted
in
the
lower
box
in
the
yellow
dotted
line
that
we
are
marking
with
the
little
wheels
in
the
in
the
white
squares.
So,
to
give
you
an
example,
we
are
developing
grid
products,
we'll
have
a
demo
lined
up
a
little
bit
shortly.
A
But
if
you
group
it
with
these
other
four,
you
can
actually
create
an
additional
value.
Added
app.
The
workflow
component
manages
the
process.
Flow
and
location
is
necessary
because,
once
we
go
outside
the
company
walls,
we
need
to
manage
purchase
order
across
potentially
country
borders
and
obviously
different
locations
around
the
globe.
A
A
The
last
two
slides
in
kind
of
a
roadmap
for
division
going
forward,
and
one
of
one
of
the
things
is
key-
is
that
again
this
gives
you
a
flavor
of
how
we
are
looking
at
the
journey
and
we're
really
investing
today
in
key
and
core
capabilities
that
are
necessary
for
for
grid
to
be
mature
and
scalable
to
the
next
series
of
features
that
we
have
lined
up.
We
see
phase
two
really
about
further
automation
and
I'm
really
down
the
road,
the
the
value
creation.
A
To
be
very
candid,
we
see
we
kind
of
have
rough
estimations
of
timing
here,
but
it's
rough
and
guesstimate
at
best.
I
think
the
journey
could
be
enough
inevitably
long
with
a
good
context
here,
because
you
can
continuously
develop
on
the
software
stack
to
add
capabilities
that
are
important
to
you
and
to
call
another
thing
out.
These
are
the
things
we
are
targeting.
That
doesn't
mean
we
won't
deviate.
A
So
one
thing
I'll
touch
on
quickly
and
I
know
we're
flying
through
this
is
why
would
a
company
then
invest
in
capabilities,
and
how
do
we
create
that
efficiency
and
how
does
a
cfo
or
how
does
our
cio
or
a
ceo
say?
This
makes
a
ton
of
sense
to
me
because
ultimately,
you're
really
talking
to
these
guys
about
blockchain,
ultimately
in
one
form
or
capacity
and
you're,
trying
to
tell
them
hey.
We
need
to
invest
in
this,
because
this
makes
a
ton
of
sense,
but
that's
like
describing
to
them.
A
You
know
we're
trying
to
invent
the
internet
before
the
internet
was
invented.
So
how
do
we
measure
value
and
how
do
we
capture
it
for
cargill?
It
is
really
about
removing
that
friction
and
we've
looked
at
it
from
two
beneficial
angles
in
two
examples
of
two
customer
types,
so
the
dollars
you're
seeing
here
are
illustrative,
but
we
have
done
some
math
and
they're
very
conservative,
but
they
give
you
kind
of
a
flavor
of
what
you
can
think
about
of
how
cargill
is
seeing
the
value
from
a
mutual
beneficial
side.
A
So
take
an
example
here:
if
we
had
a
better
on
perspective
of
disputes
and
managing
and
lowering
those
between
10
to
35
percent
between
a
retail
customer
or
a
distribution
customer,
you
could
think
about
anywhere
on
a
year-on-year
basis,
efficiency
gain
of
300
to
260k
benefits.
Now
what
does
that
mean?
This
is
basically
a
time
material
expression,
so,
in
other
words
dollars
times
hours
spent
on
actually
managing
these
type
of
efficiency
pieces
in
our
business.
Why
is
this
important?
This
is
not
a
reason,
obviously,
to
look
at
the
workforce,
but
it's
more.
A
How
do
we
deploy
the
workforce
effectively
and
meaningfully?
And
if
you
think
about
this
the
beneficial
side,
a
distributor
has
1000
to
10
000
relationships
that
they
have
as
suppliers
to
them,
including
cargill
and
the
more
this
gets
adopted
and
the
more
widely
spread.
This
is
saturated
into
the
industry.
The
more
the
mutual
benefit
grows
for
everyone
participating.
A
So
this
is
really
an
interesting
lens
to
look
at
a
grassroots
perspective
of
what
kind
of
processes
do
we
have?
How
can
we
overcome
those
friction
in
the
processes
and
how
can
technology
enable
that
this
is
the
result
of
it
and
giving
you
a
glance
and
a
flavor
of
how
this
works?
The
key
aspect
that
I
want
to
call
out-
maybe
some
people
see
this
as
a
low
number,
some
see
it
as
high.
The
key
underlining
tone
is
also
that
this
is
not
a
working
capital
lens
that
is
exempt
from
the
story.
A
So
this
is
truly
the
efficiency
piece.
Only
so
the
overall
p,
l
and
work
balance
benefit
is
actually
even
higher
for
certain
companies.
So
that's
really
something
to
to
think
about,
but
now
I
really
want
to
make
it
just
tangible
for
you
guys,
because
you've
been
listening
to
me
about
talking
about
the
vision
and
how
we're
investing
and
how
we're
investing
in
hyperledger
grid,
but
I
just
want
to
show
you
guys
an
example,
so
remember
the
purchase
order,
piece
that
I
call
that
a
specific
component.
A
A
But
it
also
brings
a
ton
of
value
in
a
lot
of
different
ways
and
we've
created
a
ui
that
you're
looking
at
that
just
gives
you
the
experience
of
how
this.
How
does
this
look
and
feel
I'm
going
to
switch
to
the
next
slide
and
I'll
start
a
short
video,
and
it
should
be
voice
over
and
from
that
you
hopefully
get
a
better
taste
of
how
the
ui
interacts
and
how
it
how
it
moves.
A
B
B
Grid
product
is
a
feature
within
the
hyperledger
grid
platform.
It
provides
a
way
to
share
standardized
product
data
for
items
that
are
transacted
traded
or
referenced
in
a
supply
chain.
Grid
product
is
grounded
in
gdsm
standards,
which
are
widely
adopted.
Open
standards
developed
and
maintained
by
gs1
to
represent
product
data,
however
grid
product
features
a
flexible
design
that
can
be
extended
to
other
standards
as
well
with
grid
product.
We
can
ensure
that
any
product
data
we
choose
to
share
with
our
trading
partners
will
be
up
to
date
and
have
the
correct
taxonomy.
B
B
Grid
product
includes
a
default
template
that
implements
gs1
standards,
but
it's
possible
to
define
templates
based
on
other
standards
to
meet
the
needs
of
the
parties
involved
rules
in
a
distributed
ledger,
smart
contracts,
encode
the
logic
of
the
system.
They
ensure
the
validity
of
any
new
data
that
is
shared
through
grid
in
the
case
of
product.
The
smart
contract
ensures
that
the
product
data
actually
adheres
to
the
template
that
we
defined
earlier
permissions
great
product
integrates
seamlessly
with
the
grid
permissions
capability.
B
B
As
you
can
see,
we
don't
currently
have
any
products
shared
through
grid,
so
let's
create
one
first,
we
enter
the
gs1
identifier
for
the
product
that
we'd
like
to
share.
Next,
we
select
the
trading
partner
relationship
where
we'd
like
to
share
this
data
and
finally,
we
enter
in
our
grid
organization
id
next.
We
need
to
create
the
product
record.
B
There
are
a
few
different
options
here.
We
can
enter
the
data
manually
or
we
can
drag
and
drop
a
spreadsheet
which
contains
our
product
data
grade.
Product
also
has
the
ability
to
integrate
with
existing
data
management
solutions
via
the
grid
rest
api.
This
would
allow
us
to
add
many
product
records
at
once
for
large
data
sets.
This
would
be
preferable
over
using
this
ui
experience.
B
B
A
Awesome,
I
hope
that
video
with
the
voice
over
was
clear
and
understandable
and
happy
to
share
this.
Obviously,
if
you
want
to
see
it
again,
the
flavor,
I
think
what
is
key
here-
is
that
the
capabilities
that
we're
going
after
have
always
been
focused
from
a
business
perspective
backwards,
but
obviously
it's
open
source
and
available
to
anyone
to
go
after
problems
that
are
meaningful
and
important
to
them.
A
The
the
pieces
that
I
think
is
key
of
just
a
demonstration
like
great
product
with
the
ui
layer
that
it
gives
some
tangibility
for
other
people
to
see
of
how
this
technology
actually
enables
all
of
that
value.
Having
said
that,
I've
been
speaking
a
little
bit
longer
than
I
planned
for
so
I
hope
this
was
valuable.
I
hope
you
guys
had
a
little
bit
of
line
of
sight
of
what
cargill's
doing
and
why
we're
investing
in
these
technologies.
A
I
welcome
anyone
to
join
the
conversation
today,
I'm
going
to
switch
back
to
the
window
in
a
minute
for
a
q
a
because
I
want
to
make
sure
that
we
cover
all
the
questions
that
we
have
and
I
encourage
anyone
to
join
the
conversation
and
participate.
The
hyperlinks
here
are
all
active,
so
I
I
encourage
you.
I
also
drop
my
email
address
for
anyone
that
wants
to
follow
up
online
or
in
a
direct
direct
level
with
that,
I'm
going
to
switch
back
to
the
q
a
site.
A
A
A
And
then
it
comes
back
to
that
initial
picture,
where
you
saw
all
the
the
meat
patties
lined
up,
because
then
you
have
a
fully
fledged
and
automated
integrated
system.
So
I
hope
this
answers
answer
some
of
that
of
some
other
question.
Someone
else
burn
is
also
asking
a
question:
hey
burton
thanks
for
joining
today,
there's
a
lot
of
a
lot
of
detail
about
business
process.
Here
normal
companies
would
not
share
this
level
of
detail
publicly.
Why
is
cargill
yeah?
It's
a
really
good
question
burn.
A
A
They
play,
such
as
distributors,
manufacturers
and
retailers,
and
in
that
space,
these
type
of
frictions
matter,
because
it
impacts
their
bottom
line
and
top
line
every
day,
and
I
think
we've
learned
by
being
transparent
and
we
by
calling
out
the
frictions
and
inefficiencies
we
have
that
we
can
see
the
collective
opportunity.
We
also
do
this
to
say
it's
not
about
making
money,
because
nothing
about
the
notion
of
value
is
about
revenue.
A
It's
about
removing
that
friction
and
actually
creating
meaningful
relationships
that
actually
create
more
stickiness
and
allow
to
spend
time
as
corporations
and
companies
in
the
areas
to
remedy
the
trends
that
I
highlighted
earlier.
So
for
us,
the
transparency
not
only
comes
with
the
tech,
the
software,
but
also
about
the
value
generation,
and
it
should
be
a
mutual
benefit
because
otherwise
I
don't
think
anybody
else
would
like
to
adopt
it.
A
We
have
rnab
also
asking
a
question:
what
about
small
partners
who
can't
afford
to
know?
Well,
I
think
this
is
also
a
very
interesting
question
so
from
the
other
technology
stack-
and
I
purposely
didn't
address
this
today-
and
it's
obviously
a
hyperledger
forum
debate-
I
want
to
ensure
that
we
also
made
the
software
available
from
a
from
a
no
perspective
open
source
which
is,
in
this
case,
leverage
from
splinter
side,
and
we
encourage
anyone
to
go
out
there.
Obviously,
to
set
up
a
node.
A
You
will
have
to
run
a
vm
and
you
can.
You
will
need
to
pull
your
in
a
basic
setting
a
credit
card
and
go
to
azure
or
amazon
web
services
and
set
up
a
virtual
machine
to
start
installing
the
node,
but
that's
really
all
that
all
it
takes
at
the
end
of
the
day.
Credit
card
with
and
setting
up
a
vm
is
ultimately
your
limited
threshold
to
barrier
to
entry.
A
Thanks
arnab
a
question
from
shane:
how
is
the
separation
between
private
and
public
data
in
the
system?
What's
the
shared
ledger
and
what's
private,
between
peers?
This
is
really
a
good
question.
So
the
separation
between
private
and
share
and
public
data
is
really
managed
through
the
splinter
infrastructure.
So
splinter
runs
as
a
capability
between
a
party
a
and
a
party
b
and
creating
a
closed
circuit.
That
allows
therefore,
on
that
circuit,
for
software
to
be
deployed,
and
in
this
case
we're
deploying
hyperledger
grid
capabilities
on
top
of
that
circuit.
A
So
in
other
words
that
is
private,
and
if
you
want
to
make
things
public,
you
can
create
a
role-based
capability
on
top
of
grid
that
allows
others
to
participate
and
verify
transactions
or
verification
of
data.
We
haven't
per
se,
seen
a
use
case
yet,
but
we
have
some
really
cool
ideas
in
the
sustainability
space
on
on
grievances
in
the
supply
chain,
on
how
we
are
thinking
about
that
stuff.
So
I
hope
that
gives
you
kind
of
a
lens
in
in
how
we
are
exchanging
that
shane.
A
Is
there
any
shared
ledger,
I'm
not
familiar
with
splinter.
I
encourage
you
shane
to
to
visit
splinter.dev
and
have
a
look.
We
have
a
game
room
set
up.
You
can
also
download
the
demo
there
and
have
a
look
on
how
this
capability
really
sets
up
and
how
it
functions
and
no
means
I
might
try
to
wrestle
down
the
question,
but
it's
it's
a
more
complex
story
than
just
to
try
the
functionality
of
a
new
stack
mark.
A
The
data
privacy
is
really
key
here
right
if,
if
cargill,
as
a
manufacturer,
for
example,
has
a
relationship
with
the
distributor
that
we
have
a
certain
price
relationship
for
an
item,
the
distributor
might
not
want
his
his
or
her
competition
to
know
that
price
agreement
that
they've
made
with
cargill
the
important
piece
is
that
the
way
you
set
up
those
circuits
and
the
way
you
deploy
the
capabilities
actually
prevents
that
information
from
being
exposed
anywhere
else,
and
there
are
different
grid
capabilities
that
you
need
to
build
to
solve.
For
that.
A
So
an
example
could
be
if
it's
about
an
item.
Let's
take
a
beef
patty
sized
300
pounds
and
we've
agreed
that
that
costs
two
dollars
per
pound
right,
then
that
needs
to
be
extended
through
grid
catalog,
which
is
something
we're
exploring
in
our
second
phase
and
that
will
then
be
a
privatized
data
attribute
that
will
be
part
of
the
original
item,
setup
and
classification.
So
I
hope
that
kind
of
gives
you
an
understanding
of
how
we
would
then
implement
some
of
that,
and
that
is
then
adhered
through.
A
The
distributed
ledger
and
also
the
the
grid
capability.
Last
question:
I
think
I
have
on
the
ledger
here.
You
hear
many
announcements
about
food
traceability
initiatives.
How
do
these
come
together
or
do
they
not
need
to
that's
a
really
good
question?
So
if
you
look
at
the
sourcing
and
origination
side
of
of
this
industry,
it's
a
predominantly
different
game
to
play,
because
the
reach
is
much
more
diverse
than
that.
You
would
like
to
think.
A
We
always
think
that
there's
a
bulk
of
only
a
handful
of
farmers
that
produce
the
masses
of
the
world,
but
if
you
think
about
palm
oil
and
cocoa
alone,
there
are
hundreds
and
thousands,
if
not
millions,
of
small
hole.
Farmers
that
do
all
this
work
and
the
reach
back
into
that
left
side
of
that
journey
is
is
really
a
challenge,
and
the
corporation
like
cargill
has
a
significant
role
to
play
to
reach,
but
we're
not
the
only
ones
participating.
A
It's
other
corporations,
it's
governments,
it's
other
bodies,
ngos
as
well,
so
it's
really
about
the
co-creation
of
capabilities
and
that
transparency,
one
of
the
things
that
companies
like
cargill
have
been
doing
adamantly
is
provide
sustainability
reports
to
showcase
and
verify
the
improvements
we're
making
from
a
sustainability
lens
in
our
sourcing.
Piece
capabilities
like
great,
can
actually
enable
a
lot
more
meaningful
and
truthful
insight
that
allow
real-time
verification
and
access
to
all
of
the
transactions
that
go
on.
What?
A
If
you
can
connect
a
buying
station
as
a
transaction
happens
with
a
cocoa
bag,
and
you
can
tag
it
with
a
with
a
barcode
as
it
gets
shipped
with
the
truck
across
the
country
or
region,
then
you
can
start
thinking
about
tracking
and
tracing,
but
an
ngo
could
come
in
and
actually
look
at
that
data.
Thinking
about
hey!
That's
now
a
sustainably
sourced
piece,
because
it
came
from
farmer
x,
who's
been
certified
as
a
sustainable
farmer,
for
example,
from
a
fair
trade
perspective
or
from
an
oots.
A
A
Let
me
just
browse
through
the
last
question.
If
I
missed
anything,
oh
sorry,
vernon,
I
missed
something
as
well
from
you
partners.
You
mentioned
privacy
companies
earlier
yeah.
I
think
I
covered
that
one
so
the
privacy
piece
for
for
company
and
and
blockchain.
So
I
hope
that
is
that's
all
addressed
with
that
guys
and
well
over
five
minutes
already
of
my
time,
and
I
really
appreciate
people's
questions
and
answers
again.
My
information
contact
details
here.
A
I
encourage
folks
to
try
out
the
hyperlinks
to
play
a
little
bit
about
without
the
splinter
demo
but,
more
importantly,
get
active.
You
can
reach
us
on
the
the
hyperledger
chat,
which
is
in
the
chat
hyperlink
on
the
right.
The
development
team
is
active
there
daily
and
we
have
deployed
all
the
software
in
our
github
repository
so
visit
the
second
link
of
the
middle
box,
because
there
you
have
access
to
the
repo,
and
I
encourage
anyone
that
has
interest
or
wants
to
explore
further
to
get
active
on
the
community
and
and
of
course,
participate.
A
That
would
be
fantastic
as
well.
So
with
that,
I
really
want
to
say
thank
you
and
it's
been
a
privilege
here
to
speak.
There's
always
a
ton
to
talk
about,
and
I'm
you
can
tell
by
my
tone
of
voice,
I'm
really
hyped
and
excited
about
this
space,
and-
and
I
think
this
is
the
right
journey
forward
for
for
us
and
for
others
to
to
play
in
the
space.
A
So
with
that,
I
would
like
to
say
thank
you
so
much
also
to
the
hyperledger
people
for
arranging
this
and
setting
us
up,
because
it's
really
well
executed,
and
I
really
appreciate
the
momentum
and
anyone
in
the
audience
today
for
taking
the
time
and
listening
to
our
story.
Thank
you
and
have
a
good
day
good
evening
and
good
night.