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the way we see it

DEG Home Entertainment


Supply Chain Study
Studios and Retailers Collaborate to Optimize the
“Last 100 Feet” of the DVD Consumer Experience
Executive Summary

‘‘
The Home Entertainment industry –Studio improvements are
operates in an ultra-competitive not recognized by retailers
Optimizing demand
marketplace. Rapidly changing –There is a lack of scorecard alignment and supply across this
consumer preferences and socio-
economic factors, shortening product
■ Inconsistent use of Advanced
global business is one of
Shipping Notices (ASNs)
life cycles, power shifts with retail and the most significant,
■ Lack of sales and demand chain
distribution trading partners, increasing
numbers of SKUs, the blurring of planning optimization ongoing operational
category definitions, and unprecedented ■ Lack of collaborative forecasting
challenges.
global competition all combine to
create an environment where the ability
to manage and leverage the DVD
Supply Chain and flow of data is critical.
■ Poor timing between merchandiser

resource deployment and product


arrival at the retailer
■ Lack of item data synchronization
’’
According to the Video Software
Dealers Association (VSDA) 2007
Annual Report, consumer spending on
■ Inaccuracy of on-hand, retail home video is nearly three times greater
The major Home Entertainment studios
inventory levels than that of theatrical box office with
maintain intricate global operations
which require the effective use of global consumer spending on home video in
These obstacles, while endemic 2006 exceeding $24 billion. Sell-
supply chains. Optimizing demand and
throughout the home entertainment through accounted for over $16.5
supply across this global business is
industry, were not evident across billion and rental generated $8.5
one of the most significant, ongoing
several of the participants’ supply billion. Mass merchants had a 43%
operational challenges.
chains, demonstrating significant room market share of sell-through, while
for improvement within the industry public chain video stores had a similar
The Digital Entertainment Group as a whole and a few best practices. percentage. Online rentals accounting
(DEG) commissioned Capgemini and for 16% of consumer spending.
Teradata to perform an industry-wide Given the steep sales decline of the new
assessment of the entertainment supply release DVD (traditionally generating As 88 million U.S. households are DVD
chain, analyzing the “last 100 feet” of 50% of its life-cycle sales within eight capable and 55% of those households
the retail store level. The DEG Home days of the street date), this supply have more than one DVD player, it
Entertainment Supply Chain Study, chain has a relatively, well-developed is obvious that every opportunity to
the first of its kind to bring the entire order placement and fulfillment improve the delivery of the physical
home entertainment industry together, process, compared to other consumer DVD and to create “perfect orders,”
included participation from eight major products with similar product lifecycle should be analyzed and evaluated. It
home entertainment studios, five key characteristics. The Study Team is the hope of the Study Team that the
retailers, and three merchandisers in analyzed the Product Lifecycle contents of this report will help
an effort to reduce supply chain Management (PLM) characteristics of prioritize those action items.
inefficiencies. key consumer products segments that
utilize the same retail channels in The following report further defines
The study revealed several challenges order to identify best practices. the background of the DEG Home
and opportunities for improving the Those included: luxury brand shoes, Entertainment Supply Chain Study, the
DVD supply chain, enhancing the cosmetics, junior miss fashions, methodology, and the critical findings
relationship between retailers and the electronics, and grocers. and recommendations to help studios,
studios, and optimizing the purchasing retailers, and merchandisers maximize
experience of consumers. Some key Additionally, the study uncovered supply chain efficiences, enhance the
challenges included: exciting and unprecedented customer experience, and drive
■ Inconsistent adherence to opportunities in Data Synchronization revenue growth.
scorecard metrics: and Retail Execution to optimize the
DVD supply chain across the “last 100
**This document includes excerpted highlights
feet” of store floors, and thus, the
from the comprehensive research report consumer buying experience.

1
Telecom, Media & Entertainment the way we see it

Project Overview
Background improve the relationship between information collected has been kept
The DEG and the Entertainment retailers and the studios, as well as confidential and will remain as such.
Supply Chain Academy (ESCA) enhance the purchasing experience
solicited the services of Capgemini of DVD consumers. Approach
and Teradata to conduct a unique The Study Team commenced work with
assessment of the Home Entertainment The Study Team had two primary in-depth interviews across the senior
supply chain. The fact that the study directives in conducting their research: management ranks of the studios’ home
sponsors (the studios) were collectively 1) ensure all confidential information entertainment divisions, retailers, and
interested in collaborating and gathered on a particular studio, merchandisers.
exploring opportunities for improvement retailer, or merchandiser would be kept
within their industry was noteworthy, confidential, 2) study output would The first round of interviews focused
as this type of study had never before not betray the trust of the participants. on defining the true scope and
been undertaken. The project was direction of the initiative, as well as
launched due to the DEG’s recognition Particular attention was paid to both uncovering any hesitation within the
that optimizing the supply chain the Sherman and Clayton Anti-Trust steering committee.
provides for an industry-wide benefit Acts, specifically around avoiding any
and does not infringe upon any form of restraint of trade. The DEG Steering Committee, which
studios’ competitive advantage in consisted of 10 senior executives from
the marketplace. The Study Team entered into non- the 8 studios, was specifically asked
disclosure agreements with questions regarding:
The fundamental purpose of the study each of the 8 studios and ■ Strengths and weaknesses of

was to identify specific recommendations adhered to the agreements their individual supply chain
that would generate significant through the duration ■ Their working relationship with the
improvement within the retail execution of the study. All
various retailers and merchandisers
of the physical DVD. Throughout the propriety
in scope
course of the research, it was evident
■ Perspectives on industry trends
that there were numerous
opportunities to and concerns.

The Study Team then conducted


operational interviews within the studios
to uncover details around the studios’
problems with the DVD supply chain.

From these initial interviews, a detailed


“Interview Guide” was created for use
with the retailers and merchandisers.
The interviews were conducted in a
manner that elicited straightforward,
reliable feedback, detailed
recommendations, and an honest
appraisal of the current state-of-the-
state between the studios,
merchandisers, and retailers.

The feedback provided the foundation


for the recommendations contained in
this report. To confirm the results of
the team’s retail and merchandiser

DEG Home Entertainment Supply Chain Study 2


Figure 1: Supply Chain Study Participants

Studios Retailers Merchandisers

■ 20th Century Fox Home ■ Best Buy Co., Inc. ■ Anderson Merchandisers,
Entertainment ■ Circuit City Stores Inc. L.P.
■ Image Entertainment ■ Costco Wholesale ■ Mosaic Sales Solutions
■ Lionsgate Corporation Holding Company
■ Paramount Home ■ Target Corporation ■ SPAR Group, Inc.
Entertainment ■ Wal-Mart Stores, Inc.
■ Sony Pictures Home
Entertainment
■ Universal Studios Home
Entertainment
■ Walt Disney Studios Home
Entertainment
■ Warner Home Video

Source: Capgemini

‘‘ The lack of ASN usage findings, several in-store investigations Generic highlights and recommendations
were conducted. These “store walks” across the supply and demand
is a significant process were held to increase the team’s chain relationship between studio,
understanding of retailer and merchandiser and retailer are addressed
failure in the last 100 feet merchandiser daily, in-store operations. in this report with the intention of
of the supply chain and generating industry-wide momentum
Following the data collection period, to address and resolve some of
causes inaccuracies the team began its process of data these issues.
in on-hands counts, synthesis, calling upon the collective
experience of the team members,
stock-outs, invoice the data repositories of best-in-class
supply chains, and leading practices
discrepancies, and found within other consumer
an increase in products industries.
receiving time.
’’ Several critical issues across the mega
processes of retail execution and data
synchronization were uncovered.
Within each of the priority issues
identified, the Study Team isolated the
root cause. The team outlined the
characteristics of the root cause and
were then able to identify possible
short and/or long term solutions.

At the end of the process, to maintain


the confidential nature of the findings
and observations, each studio, retailer
and merchandiser received a customized
report detailing the findings pertinent
to their organization along with specific
people, process or technology
improvement opportunities.

3
Telecom, Media & Entertainment the way we see it

Findings & Recommendations


Data Synchronization: Using ASNs is not only a supply chain synchronization between the various
Standardizing Information optimization strategy for today, but will trading parties is generating several
from Studio to Consumer also realize benefits when retailers fully thousand hours worth of manual
Data synchronization issues generate embrace RFID technologies in the intervention to correct human errors in
problems throughout the supply chain. future. Establishing the proper supply data entry. The benefits of correcting
Figure 2 delineates just a few pieces of chain procedures, including transactions these issues include the simplification
information most important to the from the studio, distributor, and retailer of corporate reporting, fewer invoice
Home Entertainment supply chain. The in both directions, will provide a simple disputes, improved visibility of stock
chart reflects the responsibility of each transition when RFID data is integrated. level planning, returns reduction, and
link in the supply chain (second Although RFID tracking will provide improved order accuracy. A manual
column) and the most significant data more accurate counts for on-hands and approach to fixing inaccurate data is
synchronization problems that arise along the supply chain, verification of often costly and ineffective, resulting in
(shown in yellow) within each link. product counts at each point of receiving errors, ASN failures, invoice
potential failure will keep reconciliation discrepancies, and lost sales. Both
Each segment is responsible for issues simple and act as a standardized 1SYNC and Agentrics manage Global
critical information, which adds to the fact-checking procedure. Data Synchronization (GDS) standards.
complexity and difficulty in managing
data synchronization. Figure 3 portrays 2. Standardize the Item The study found that some studios use
the supply chain, with the yellow boxes Synchronization Process an 832 (Item Catalog) EDI transaction
indicating potential points of data The study showed that the lack of data to facilitate the item set-up process for
synchronization failure covered in
this study. Figure 2: Data Synchronization Examples

To alleviate this issue, the team Data Uses &


developed the following four Segment Data Issues & Recommendations
Responsibilities
recommendations.
Issue: Inaccurate, untimely information
1. Encourage 100% Usage Generate item info, sales
Studio Recommendation: Standardize item info
order creation, invoicing
of ASNs by Retailers through a centralized database
During the course of retailer
investigation, the Study Team saw
Confirm orders via ASNs,
numerous examples of inconsistent use Distributor
pick & pack, and ship
Out of scope for the purpose of this Study
of Advanced Shipment Notices (ASNs).
In some cases, ASNs are systematically
Pick up order, provide status
ignored in favor of manual inventory Carrier Out of scope for the purpose of this Study
and deliver (POD)
counting and reconciliation with
shipping documentation. Also, in some
cases, retailers will use the ASNs and Issue: Discrepancies between items
Receive order, perform on- shipped vs. items received
manually count inventory to verify Retailer hand inventory and post
accuracy of the ASN. This causes even POS data Recommendation: Use ASNs to ensure
99.98% accuracy
more bottleneck issues in the receiving
process. The lack of ASN usage is a
significant process failure in the last Issue: Discrepancies between
100 feet of the supply chain and causes merchandiser vs. retailer shelf counts
inaccuracies in on-hands counts, stock- Merchandiser Scan shelf inventory levels Recommendation: Determine which
outs, invoice discrepancies, and an count is more accurate to further address
increase in receiving time. this issue

Source: Capgemini

DEG Home Entertainment Supply Chain Study 4


Figure 3: DVD Supply Chain Flow

Source: Capgemini

some retailers, while other studios Without an accurate on-hand inventory

‘‘ There are innumerable


factors that contribute to
retail on-hands inventory
utilize Agentrics and/or 1SYNC to
manage item synchronization. Some
studios then send Excel flat files to a
count, many problems arise, with the
two extremes being out of stock and
excess inventory which often occurs
few customers for their retailer item simultaneously on different titles.
inaccuracy (e.g. shrink, set-up process. Overall, there are
various paths that are being taken Inventory stock-outs result in lost sales
inaccurate inventory to manage this process and, as a or unrecognized revenues. Excess
consequence, there is confusion within inventory results in returns and increases
adjustments upon the retail community. This ultimately freight and distribution costs. Additional
receipt of products). leads to data failures that affect problems include increased processing

’’ perpetual inventory counts.

3. Improve On-Hand Inventory


costs, increased inventory costs, and
potential for theft, among other risks.

Accuracy The crux of this problem is its


On-hand inventory accuracy refers to complexity. With thousands of SKUs to
whether the inventory levels reported manage, each and every item may have a
by the retailer are correct reflections of separate demand/decay curve, inventory
their true inventory levels. The study accuracy, return rate, etc. The problem
found that retail on-hand inventory must be managed at the individual
accuracy is their primary area of store/SKU level, not by average
concern. Inaccuracy occurs when the inventory statistics.
reported inventory counts from various
parties—the studio, merchandiser, and “Open-to-buy” limits are one such
retailer—do not match. Several measure that masks inventory shortages.
important questions arise such as: There are innumerable factors that
■ Which count, if any, is accurate? contribute to retail on-hands inventory
■ What factors are contributing to
inaccuracy (e.g. shrink, inaccurate
inventory adjustments upon receipt
these discrepancies?
of products).
■ What should be used as a trigger

for re-order?

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Telecom, Media & Entertainment the way we see it

Furthermore, there are numerous ■ Differing levels of maturity in


stakeholders that contribute to this organizational governance and KPIs
problem (e.g. merchandisers unable to ■ A significantly complex IT

locate products, carriers with delayed environment with a variety of


shipments). planning, execution, and business
intelligence applications.
4. Improve Forecasting Capabilities
through Effective Global Demand At the same time, it is important to
Planning recognize that simply upgrading a few
The demand planning future state for technology solutions and standardizing
the Home Entertainment industry some tactical business processes is not
needs to address several complicating enough. It is fundamentally important
factors including: that any Global Demand Planning
■ Differences in the demand dynamics initiative support the strategic bigger
and structure of trading relationships picture within the home entertainment
between each studio and individual division—from both a business and IT
retailer perspective with the business and IT
■ The lack of consistent business communities aligned tightly to
processes across each retailer ensure success.
■ A need for more integration between
Retail Execution: Optimizing
pre-release demand forecasts through
the “Last 100 Feet”
replenishment (VMI) forecasts, as well
The most critical component of the
as between sales forecasts and real
DVD supply chain is retail execution—
life, statistically-based
if the product is not on the shelf, there
forecasts
be will no sale. The ultimate success of
the entire supply chain operation can
be evidenced by whether or not the
consumer can find and purchase the
right DVD for their needs.

Unfortunately, retail execution is also


one of the most complicated areas to
streamline and improve upon, as issues
originating from all facets of the supply
chain flow downstream to inhibit retail
execution. The following are excerpted
findings from the study in relation to
retail execution:

Stakeholder Involvement
Studios should continue to engage
with retailers on sales calls, in planning
meetings, and through technical
developments to ensure that all
stakeholders are present for oversight
and facilitation. This will ensure that all
parties are informed and up to date
with the latest data.

Initial Stock Allocations


Initial stock allocations for new
release titles are not always correct.

DEG Home Entertainment Supply Chain Study 6


‘‘
Using a Demand Chain Management Collaborative Planning
solution instead of the current Respective departments (Marketing,
It is fundamentally
speculation-based forecasting methods Sales, Manufacturing, Distribution, important that any
would greatly improve the accuracy Accounts Receivable, Information
of initial stock allocation counts. Technology, Customer Service, etc) Global Demand Planning
Implementing intelligent solutions must establish a process where initiative support the
such as this across the supply chain for stakeholders meet to plan all major
sales, manufacturing, shipping, and initiatives to ensure “one collective strategic bigger picture
replenishment forecasting would avoid voice” is heard by retailers. Using a
many issues regarding over-stocks
within the home
collaborative approach, rather than
and out-of-stocks. simply sending a marketing strategy entertainment division—
over to the supply chain and hoping from both a business
Carton Labeling for the best, will ensure that every
Accurate carton labeling can be stakeholder is involved in the decision- and IT perspective with
achieved by using data from price making and retail execution processes.
sticker to capture how many location the business and IT
traits/item combinations are packed in Standard Returns Scorecard communities aligned
a carton, per order. This data flow can Studios might consider developing a
be incorporated into the order process standard returns scorecard, where the tightly to ensure
(VMI, ERP, and EDI systems) and at the issues circulating around credit and success.
point of distribution generating a
carton label that can facilitate proper
product placement on the retail floor.
Single product cartons, by contrast, will
collections management due to non-
studio product and accurate information
can be mitigated. Also, developing a
’’
stock percentages, returns accuracy,
and percent of sales. With the
standard returns scorecard will help
have only one title, but may have retailers track their progress and merchandisers having a vested interest,
different locations listed on the label. can be applied to all retailers they can also be part of the studios’
lacking a standardized returns and retailers’ financial goals. The
In the short term, focusing on the top management process. establishment of an incentive
100 stores and instructing distributors program can boost sales and also
to manage the labeling manually can Shrink create efficiency.
facilitate efficiency gains while Studios can develop a tracking
maximizing sales potential in fast mechanism to help identify “hot spots” Studios can review the possibility of
moving stores. To assist in the manual where there are potential points of subsidizing newer technologies to help
labeling process, studios can review failure in the supply chain that open create efficiencies and reduce mistakes.
replenishment strategies and identify opportunities for shrink. The Studios can review the various
groups of traits that can be ordered development of a tracking mechanism merchandising companies’
together in their systems that will that can inhibit the opportunity for technological shortcomings, assist in
generate replenishment by traits. theft when there is a way of monitoring regards to their technology roadmap
the process failures is another approach and demonstrate which capabilities are
ASN Usage that should be considered. currently available and compatible to
Improper ASN usage is another high- the supply chains needs. With all
level theme this study has found to be Merchandiser Partnerships merchandiser recommendations in
common to many retailers. A 2003 Studios should develop stronger effect, a significant improvement in
Efficient Consumer Response (ECR) partnerships with merchandisers. efficiency can be achieved in the last
study of retail supply chains in Europe Getting merchandisers involved 100 feet of the retail floor.
found that of all shrink experienced in upstream can be advantageous to
studio initiatives ensuring expectations Returns Processing
the supply chain process, 27% was
are established in the early planning In the current state, the returns process
attributed to process failure. With the
stages. Furthermore, the studios can is unorganized and inefficient. To
correct fact-checking transactions in
consider an incentive program, with the illustrate this point, there continues
place, such as ASNs, the studio and to be issues with regards to studios
merchandisers, with the appropriate
retailer can identify where product loss receiving non-studio products.
disclosure to the retailers. Common
is occurring and focus their efforts to Moreover, there are also problems
goals can be agreed on based on in-
control those weaknesses. around dispute management, credit

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Telecom, Media & Entertainment the way we see it

and collections, and reconciliation. Corrugate


Furthermore, studios have no visibility There are many existing areas
from what is truly being returned. of improvement for corrugates.

Also, there are two different types of 1. In-Store Displays should be


authorization policies in place: 1) an dimensionally standardized. This
open return policy and 2) a returns particular improvement area was
authorization process. In theory, the reiterated by both studio and retailer
returns authorization process was representatives.
designed to minimize control and
track returns. However, in reality, 2. Replenishment isn’t executed in a
this process is laborious and time- timely manner. If not replenished by
consuming—from the point of the the Thursday of street date, corrugate
retailer obtaining a returns authorization, tends to be removed prematurely. RFID
to the point of incorporating returns RFID (Radio Frequency Identification)
information to the returns processing 3. Poor design can cause safety hazards continues to be an undiscovered
center, to the point of credit and and traffic flow impediments (e.g. opportunity for the home entertainment
collections reconciliation during the certain corrugates with protrusions divisions of the major studios. During
dispute management process. As a at the eye level of toddlers). the initial rush in the early 2000’s to
result, an open return policy would satisfy mandates from retailers (both
actually be a more efficient and cost- 4. Overly complex design and setup in the US and Europe), each studio
effective approach. deters store managers from displaying. examined RFID and the potential it
A simpler design would tend to be could have on the general supply chain
Reverse Logistics utilized while others never see the at the case and pallet level. While
Reverse logistics technology is another light of day. some studios continued to support the
area the studios can consider. There are case/pallet level adoption path, others
3PL companies, such as FedEx and Furthermore, when the topic of (like many consumer products
UPS, who offer reverse logistics corrugate was discussed with companies) have taken a less aggressive
technology that will facilitate returns merchandisers and retailers, all stance in early adoption. In a similar
and create a greater amount of visibility participants expressed their willingness vein, the retail adoption curve of
early on in the returns process. This to be consulted on the physical
RFID has been slower than
technology can assist in balancing design of the corrugate itself. The
previously expected.
perpetual inventories, managing artistic design elements were also
inventories at the distributor, and a major concern.
Packaging
efficiently managing credit and The Study Team identified two
collections. Other additional Replenishment Strategy
major areas of improvement within
innovations offered by reverse Studios and retailers should review the
packaging: 1) Amaray casing and 2)
logistics technology: replenishment strategy for all stores and
identify those that can be replenished labeling and stickering.
■ Investment recovery management by trays given the fact that small parcel
■ Automated web pages carriers like UPS and FedEx can react Amaray casing can be reduced in size,
faster than Less than Truck Load (LTL) which instantly lends itself to many
■ Special returns software
carriers. Also, coordination with advantages: easier to ship, ability to
carriers to stagger pallet shipments to fit more on shelves, reduction in
Additional services can include
stores can help manage pallet-level manufacturing raw materials, and
proactive calls to arrange pick-up,
replenishment. Carriers can pick up reduction in waste. Similarly, the
validation of returns authorization
pallets and hold a reserve stock in the Amaray case can be designed to be
numbers, screening of non-program
hubs which are logistically closer to thinner and more eco-friendly by using
products, audit and payment of freight
the regional stores they service. This less and/or recycled material. This will
bills, one master invoice, and
process can save up to 2 days in save on materials costs , as well as
specialized return pick-up
replenishment windows and pallets address spacing, shelving, and
management. can be replenished with a short shipping issues.
turnaround time.

DEG Home Entertainment Supply Chain Study 8


‘‘ While the report
identified specific areas
for improvement within
cost structure of the DVD supply chain.
While the studios have enjoyed the
tremendous popularity of the DVD
product over the past 12 years, sales
over the last couple of years have
each studio, the far more leveled off, impacting the bottom line.
Without increasing sales, the pressure
important, and impactful to improve margins increases.
recommendations were
In previous years, negative impacts to
areas where the industry profit margins were seen as simply a
as a whole could work cost of doing business. However,
today this is unacceptable, and every
together.
’’
opportunity to improve margins, and
understand the origin of unnecessary
costs is being explored. These costs will
Standardization of the following would have a negative impact on the ultimate
have significant effect on making the longevity of the DVD product itself.
last 100 feet more efficient:
The DEG Supply Chain Study
■ DVD shrink wrap identified several key areas where
■ Top or side spine labels for improvement in the logistics,
Widescreen versus Full Screen versions distribution and retail execution could
■ Front cover labels for Widescreen,
be made. While the report identified
Full Screen, and High Definition/ specific areas for improvement within
Blue-Ray. each studio, the far more important,
and impactful recommendations were
These standardizations will assist in the areas where the industry as a whole
replenishment cycle, prevent titles from could work together.
being placed in the wrong location, and
facilitate the merchandising process. The most substantive areas included
inventory accuracy and the need for
Consolidated Shipments better demand planning to avoid costly
Shipping products with similar traits and unnecessary reverse logistics.
together, will also streamline the retail The industry agreed to tackle these
replenishment process. To accomplish major opportunities by working
this, studios can adjust and improve collaboratively through structured
upon their VMI/traits systems to workshops. These results-oriented
generate orders by similar traits. This, workshops were held in Capgemini’s
in turn, will result in the products of Accelerated Solutions Environment
similar traits being shipped together. that utilizes high-performance
The studios will need to work with group creativity and collaboration
their distributors as it relates to a pick to accelerate key decision-making
& pack process that can manage the and develop breakthrough solutions
uniformity of product packed in the and action plans in days rather
shipper box. than months.

Conclusion: Moving Forward with As each studio has committed


Supply Chain Improvements to working on the most critical
As the product lifecycle of the standard issues together, significant improvement
format DVD plateaus, the studios, and in the supply chain and the overall
every company tied to the revenue consumer experience is well
stream, must take a hard look at the within reach.

9
Telecom, Media & Entertainment the way we see it

Digital Entertainment Group (DEG)

The DEG is a Los Angeles-based, industry-funded nonprofit corporation that advocates and
promotes the many benefits associated with DVD and digital entertainment while providing
updated information regarding the format to both the media and the retail trade. The DEG
offers a forum for member companies to engage in ongoing discussions concerning various
opportunities, which relate to other new digital technologies, the environment and other
emerging topics. The DEG can be reached at 310-888-2201, via e-mail at
getinfo@digitalentertainmentinfo.com or through its Web site at www.degonline.org.

Entertainment Supply Chain Academy (ESCA)

ESCA is made up of the Digital Entertainment Group, Divendra Mishra, and Martin Porter &
Associates, dedicated to offering various forums to entertainment senior management with
3 objectives: 1) To educate on changing dynamics and technologies in the entertainment
supply chain, 2) To provide networking opportunities, 3) To deliver best practices examples
and case studies that can assist entertainment companies in developing their individual
supply chain strategies and partnerships. Program director Devendra Mishra has been a
senior executive at such companies as RCA-Ariola Records, LIVE Entertainment, VCL-
Carolco, Lieberman Enterprises and Technicolor, Strawberries Records and Tapes and
International Multifoods. Martin Porter has been providing information resources to
entertainment technology professionals for more than 25 years. His company, Martin Porter
Associates provides consulting services to a range of trade and consumer events including
the Consumer Electronics Show (CES), Audio Engineering Society (AES), National Systems
Contractor Association (NSCA), and the International Recording Media Association (IRMA).

Teradata

Teradata Corporation (NYSE: TDC) is the global leader in data


warehousing and analytic technologies that make smart companies
smarter. Teradata provides the most knowledgeable and
experienced consulting professionals, highest performing technology, industry-leading
innovation, and a world-class network of customers and partners to make faster, smarter
decisions that give our customers a decided competitive advantage.

About Capgemini and the


Collaborative Business Experience

Capgemini, one of the through a global delivery model called


world's foremost providers of Rightshore®, which aims to offer the right
consulting, technology and outsourcing resources in the right location at
services, enables its clients to transform competitive cost. Present in 36 countries,
and perform through technologies. Capgemini reported 2007 global revenues
M&E_20080320_HMENTRPT_005

Capgemini provides its clients with of EUR 8.7 billion (approximately US$12
insights and capabilities that boost their billion) and employs over 83,000 people
freedom to achieve superior results worldwide. More information is available
through a unique way of working—the at www.us.capgemini.com.
Collaborative Business Experience—and

Copyright © 2008 Capgemini. All rights reserved.


www.us.capgemini.com/tme

Theodore X. Garcia, Capgemini James E. Maysonet, Capgemini


Strategy & Transformation Lead Supply Chain Management
Media & Entertainment Media & Entertainment
Ph: 818.317.3163 Ph: 310.927.0239
theodore.garcia@capgemini.com james.maysonet@capgemini.com

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