P&G at a Glance. Collaboration Concepts for Comodality From CO 2 to CO 3. P&G R&D Principal Engineer, EGCI, EIRAC. Sergio Barbarino, MBA, M. Sc.

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1 Collaboration Concepts for Comodality From CO 2 to CO 3 Sergio Barbarino, MBA, M. Sc. P&G R&D Principal Engineer, EGCI, EIRAC P&G at a Glance Net Sales $82.6 (billion) Number of Employees 127,000 Countries of Operations 80 Countries Where Our Brands Are Sold 180 Consumers Served by Our Brands 4.5 billion R&D organization 9,000 R&D spending $2.0 (billion) (Approximate) 2 1

2 P&G Business in Tons per year Year Tons Millions Millions Millions (22 millions tons= 1 million trucks).but, we buy 3 millions loads! 4 2

3 long-term vision Powering our plants with 100% renewable energy Using 100% renewable ewab e materials a or recyclate for all our products and packaging Having zero consumer or manufacturing waste going to landfills Designing g products that delight consumers while maximizing the conservation of resources 5 Sustainable innovation is about considering the full life cycle 3

4 Sustainability > Innovation in Supply Chains More Less Lower sustainable ti resources total t cost Transport burden = Volume shipped X KM travelled X Cost of 1 Km COMPACTION SHORTER SUPPLY NETWORK EFFICIENCY product compaction decentralized production control tower intermodal vehicle fill transport collaboration home delivery What & Why Comodality Collaboration Competition Concepts 4

5 Decarbonisation of the Supply Chain: Why an EU Priority? 140 CO 2 emissions by sector (1990=100) CO 2 emissions by sector in the EU27 in Transport (incl. intl bunkers) Energy Industries Total Industry Households Services etc. Other Energy Industries 36% Other 2% Services etc. 4% Households 9% Industry 21% Transport (incl. intl bunkers) 28% Road is issue #1 200 CO 2 emissions from transport in the EU27 by mode (1990=100) CO 2 emissions from transport in the EU27 in 2007 by mode Railways Other 1% modes 1% Road IWW and Maritime (incl. intl bunkers) Air (incl. intl bunkers) Other Transportation Railways Total Transport Air (incl. intl bunkers) 12% IWW and Maritime (incl. intl bunkers) 15% Road 71% 5

6 Sustainable Decarbonization Strategies Clean vehicle technology Slowing down product flow Localised sourcing of agricultural produce Optimisation of logistics networks Increased energy efficiency of buildings Improved packaging design Enable low carbon production Training and communications Freight modal shift Reverse logistics / recycling Near-shoring / relocalisation Increased home delivery Reduction in congestion World Economic Forum identified 13 big opportunities to decarbonize the supply chain. Optimization of Logistics Networks! 24% of freight vehicles in the EU run empty Average loading of the rest is only 57% Overall efficiency = 43%!!! Overall efficiency = 43%!!! If route is taken into account efficiency goes down to <20% (Prof.Ballot, EDM Paris) 6

7 Collaborate to research solutions for the future Roadmaps to Green Transport in Europe Three pillars: (1) Passenger cars and LCV (2) Trucks and Busses efficiency improvement (3) Logistics: better efficiency of goods transport 13 M. I Milestone I (to 2015) Setting the Targets M. II Milestone II (to 2020) Building the Partnerships M. III Milestone III (to 2030) Roll out EGCI ROADMAP Green Hubs and Green Corridors Current Scenario, Opportunities and Key Performance Indicators New Business Models for Green Hubs and Green Corridors Networks Integration Full interoperability across modes and networks, down to last km M. III M. II M. I 7

8 A SUCCESS STORY: P&G INTERMODAL EUROPE Long term sustainable alternative to complement road transport Project TINA 2008 Aim: rail transport from 10% to 30% by 2015 We are at 30% today!!! Lyon Tallinn Klippan Riga Vilnius Moscow Skelmersdale London Amiens Blois Coevorden Lodz Euskirchen Mechelen Gross Gerau Rakona Crailsheim Targowek Minsk Kiev Chisinau TINA 2015 MASTERPLAN Gattatico Csomor Zagreb Timisoara Mataro Pomezia Belgrade Sofia Tirana Gebze Athens E. Laenens April '09 8

9 P&G Cube Fill Initiative Today we are looking for Partners for both our TINA project and our Cube Fill Initiative, but 3 years ago that was not the case! Old P&G mentality but WE are the biggest, Why should we collaborate? 9

10 Rules of cost/benefits sharing Shapley value is easy to calculate ; ) It is based on a company s marginal contribution to groups of other companies: Shapley value is the only gain sharing concept that satisfies all the following fairness properties: Efficiency: The complete savings of collaboration are distributed Monotonicity: If player A adds more value to every coalition than player B, player A will get a higher payoff Dummy: A player that adds no value to any coalition, will receive no payoff Symmetry: If two players add exactly the same value to every other coalition, they will get the same payoff Individual fairness: No player will suffer from collaboration (cost level after collaboration is not higher then individually, i.e. without collaboration) 10

11 A competitive advantage! Shapley solution? The new Passenger should pay 50% of the costs 1) The single passenger is now paying as if he has another passengers to share the costs. 2) The group of 3 are now paying as if they were 6 passengers sharing the costs! Note that: a scale of 6 is physically IMPOSSIBLE if you do not COLLABORATE A final note on Competition 11

12 Thank you! 23 12