 by welcoming everybody to this this call. It's going to be a very interactive session. We've done five of these before and each time we've had really good discussions and a lot of a lot of great materials being is being shared. We're lucky today have two fabulous guests who I'll introduce in a second and we're talking about a very important topic. The topic is what can companies do to manage your supply chains in an environment where we have a pandemic and in fact an environment where many of the world's businesses have been shut down at least part of the time or at least partially an environment where employees and customers or in some cases unable to buy what we sell and other cases buying more than what we've ever seen them buy before. So it's almost a chaotic environment where demand is difficult to predict and therefore supply chains are difficult to manage. So today's session is going to be all about what lessons can we learn from what's happening from major companies in China and in India. Two places that are critical to supply chain of so many companies around the world. So my name is George Bailey. I'm the director of the Digital Supply Chain Institute. We're a not-for-profit based in New York. We look forward at supply chains and help companies decide what to do to get ready to prepare and to execute against the Digital Supply Chain vision. We're going to have a one-hour session today. So I say good evening to the people in Asia and good evening to the people in Europe and good morning to people who are in California or elsewhere where it's much earlier than then probably they'd like it to be. So our objectives are three things. The first thing is we want to make sure that we really outline the total coronavirus impact on supply chains, especially China and India. And what can we expect to see next? We're looking forward, not back. So outline those things. Number two, our objective is to describe very specific actions being taken to for any company that has a presence in Asia, especially supply chain presence. And so many companies around the world, of course, do have a major supply chain situations that occur in both China and Asia. And finally, develop. We want to develop recommendations that will help you and your supply chains perform even better as we go forward with the pandemic. And in fact, the pandemic is a critical issue, but the lessons we're learning now will help us build agile, flexible, effective supply chains that can withstand other issues that may come up. It may not be a pandemic, it may be something else, but there will be disruptions in our supply chain, and we need to know how to manage those in order to be most successful. Next slide, please. So here's our agenda. I'm starting off right now. We're going to just give you a quick overview. Following me, I'm lucky enough to have Kurt Ferguson. Kurt is the president for Coca-Cola of Greater China, Korea, and Mongolia. And he's got an amazing discussion going about what it takes to be successful with coronavirus, with your customers, and with your supply chain. And it's some really great insights. So you'll really enjoy hearing about that. And I'm also lucky enough to have a company called Sienna, which is, you know, of course, a world-famous telecom company. And Rajesh is going to use the chairman and president of Sienna India, will give us an overview of what they're doing, and it's fascinating stuff with really great thoughts about how to be successful, meet demand, and continue to grow and prosper. So we're going to do that very quickly. I'm going to take less than 10 minutes. Kurt and Rajesh will also manage your time to about 10 minutes, and we'll then have a Q&A session. And I want to just emphasize here, the most important thing about these Zooms is the interaction. So please, as you're listening to what Rajesh and Kurt say, please prepare your questions, pre-prepare your comments. We really want to hear from you. What makes these meetings so great is to interchange back and forth. So there's a couple of ways to make your discussion known. One is there's a little Q&A button at the bottom of your screen. Click on that. And anytime during the presentations or discussion, feel free to put in Q&As. We will come back and answer most of them, I hope, or at least many of them, but we will for sure have a chance to come back to you afterwards if we need to with a more detailed discussion of what the answers are, your question. So you'll get answers either right on the line right now or you'll get them after we have our discussion. So that would be the interaction with the Q&A button. You also have a chat button. You can click on that and share your chat. We'd love to hear from you. We want to have a discussion and that's what makes these sessions so interesting and useful. It's to interchange and your ideas. And we'll make sure that we get done by 10 a.m. New York time. So we're going to take exactly one hour. We will not go over and we'll respect your time and thank you again for joining us. Next slide, please. So here's some comments from the Digital Supply Chain Institute. And it's really just things that we look across industries that companies are really struggling in order to find the right model in order to survive and then also thrive not only now, but as they go through the future. For some companies, demand has actually collapsed. And there's companies, many companies have cash flow issues and it's a real challenge because they can't predict and understand customer demand and in fact it's fallen off quite a lot. And on the other hand, there are some companies where demand has dramatically increased. If you think back to our last session we did here, we had a company that is one of the largest world's largest grocery store companies. They supply food to grocery stores and their demand has gone up quite a lot. So it's difficult to understand demand right now. We don't know how long the peaks in demand will occur. We don't know how long the valleys will be here. It's more unpredictable than ever. And the discussion about what will happen next is so uncertain. I don't know if any of you had a chance to read the Wall Street Journal today, but the vice president of the United States of America, Mike Pence, said that essentially there will be no wave two and it's under control. But I think as a company, we all need to think carefully about what we should do to prepare for what's going to happen next. The second point is that Asia continues to be a supply chain center. For some companies, China has become less of a focal point and people are diversifying some of their supply chain out of China, but it's still going to be and probably will always be an important center for supply chain activity, some great manufacturing capability and some superior productivity levels as well. China and India will both be supply chain critical. India is probably most famous for having outstanding services business that supplies so many things to companies around the world, but also has a strong manufacturing sector as well. In fact, here's a data point about China that we picked up. There are something like 22 million businesses, almost 90% of the businesses within China that are within the area that's impacted by COVID-19. So it's an area that's definitely affected and that impacts at least 56,000 companies around the world with suppliers either directly or indirectly in their first or second tier. So this is an issue that's rippling through the supply chains of so many companies and impacting both demand as well as supply because suppliers in many cases cannot provide what's needed. And it's ramping back up in China, although there has been quite a large pushback with some problems that Kirill probably talk about in Beijing. So countries are coming out of lockdown. The USA is on a path to open up and most in all states are going through that process now. And in some cases some companies are going back to lockdown. There's serious issues in Brazil. China has just implemented this week some closures of some flights and some things about the infection spreading. And the point I'll make is as a set of business leaders, we really must do a better job of preparing for wave two than we did for wave one, which was unexpected and took all of us by surprise. But wave two, we don't know how big it's going to be. We don't know where it will hit, but it could be significant and we need to have our plans in place to cope with it. And the final point I'll make on this page is never waste a good crisis. The one thing that almost all companies have told us is that they are now moving much more quickly to execute against the true digital supply chain in order to be able to survive issues in the future in order to be able to improve productivity. The rate of change to online models, the rate of change to digital technology that allows you to make things work without human intervention in some cases, the level of change that's happened just over the past three months has been truly astounding. And I think this is going to continue as companies prepare even more for the future. Next slide please. So here's four quick things that we think all companies should be doing to develop a full-on plan for wave two. Like I mentioned, the vice president of the United States thinks this may not be as big an issue as it could be, but we need to have plans ready for this. I'm not so confident that the vice president is correct on the wave two. I hope he's right, but we have to be sure that we know how to deal with disruptions in the future. Companies need to reduce their costs to preserve their cash flow, and if they do things right, they keep their supply chain alive and they're actually gaining market share. It's very important to identify and actually quantify risks both now and in the future and also opportunities because there's a chance for companies to really step up and gain market share and become market leaders as they serve their customers better than others. And the final point I think companies today need to develop a new supply chain strategy that really exploits the power of the digital world and understands the new customer because one thing's for sure, the customers that we have today, the things they demand both on the consumer side as well as on the B2B side are far different than they used to be. And even than they used to be three years ago. So we make sure that our supply chains meet that new customer and their demands for instantaneous fulfillment and peer review of products and all the things that new customers want. We have those things nailed down in our supply chain so that we can not only do a better job of managing cost, we can also increase revenue and gain market share and serve our customers better. Okay, so I hope Kurt is on the line. And if he is, I'm going to turn this over to you, Kurt, and allow you to speak up. And just everybody remember, if you have questions or comments, use the Q&A key, use the chat button, and let's make sure we know what your issues are as we go forward. So thank you very much. And Kurt, can you take over? We're good, George. Thanks. VPN willing. Right now, I think the Chinese government, as soon as you put up COVID anything, they want to read it first. Okay, so we'll leave it at that. So Vivek, if we could go to the first slide, number two, right? So I think Vivek is sharing it. Yeah, there we go. Good. We either got really lucky in China or really unlucky that the COVID crisis came in the middle of their Thanksgiving and Christmas at the same time. One, we had adequate stocks in the marketplace. It actually spared the major cities because anybody's been to China during Chinese New Year, that you could play a game of chess out in the middle of the business intersection right during that holiday. And because everybody's gone home, they've all gone back to the countryside. There's something like 600 million people that travel during that time period. It's quite phenomenal. But it actually saved the major cities and we'll address Beijing a little later. But Shanghai was virtually empty, Beijing was virtually empty. The downside was some of the smaller provincial cities, and I say smaller, Wuhan, the Berlin area has got 11 million people, they were packed. And that unfortunately created a more of a crisis because a more dense household, people eating out. When the virus did spread there, it was quite substantial. I had a good friend that was locked down there from Indiana University, he was visiting his family. And I said, what was the big point when you knew you were going to make it? He goes, well, it's getting so bad is when they saw that they brought in medical personnel from outside the country to come in and help tend to the crisis. Because the first people it always gets hit on this is always the first responders, right? It tears through that wave. And that's probably one of those unexpected things you don't plan for. And he goes, when we saw they were bringing in doctors from Shanghai and around the country, we felt good. That way we knew they just weren't going to bomb us and forget about us. He's been a little bit seetious, but that's how scary it was. The good news is that they locked it down very well. The bad news on a supply chain basis and you can get away with this. Imagine if a truck driver from Ohio couldn't drive to Michigan. So they locked everything down on a province level. And when you have a just-in-time supply chain as we have across our 47 factories, if you couldn't go from one province to another because of your license, not whether you're infected or not, was really quite incredible. So we had to put in all sorts of contingencies, overlaying, whatever. Obviously what's going to happen during that, and actually the online retailers helped us with that, is that the whole tail end of our supply chain instantly dropped off and we instantly got more efficient. Can we go to the next slide? I would spend a lot of time on the supply chain and how we go. And you guys can look at that and this is people that actually make things in factories and you understand all the inputs and outputs. And just roughly speaking, we do about three billion physical cases in China, which that's the case of roughly 24. So two 12 packs for the American audience. So a big business spread out all over. Obviously China is not a country. It's a continent. And we immediately dusted off kind of what we called our Ebola light protocol, which was triple seven hour shifts, one hour in between total segregation of those shifts, then one hour and it was disinfectant time. We actually moved whole teams around front office workers, back office workers, just to make sure our supply chain was intact and we could produce. We also dramatically, as I said, we shaved down our SKUs, produced what we had. Also there was, we were fairly lucky we had in place a fairly rigorous personal protection equipment policy of what to do. We tried to figure out how to extend that a little bit. It also made us very popular when you're sitting on a couple million and 95 mass that makes you very popular with the government right away. So we had to figure out how we had to ration all the requests. But that worked pretty well and we obviously learned a lot of lessons on that. We kind of started the social production distancing, but it ended up with all phase. We did all sorts of walkthroughs. Okay, where does the person take a break? Where do they eat lunch? How does that go? And we immediately said, wow, we got to close the cafeterias. We had to get rid of the chopsticks. We had to go to single use plates. Where were the, who was going to supply the food? How did that look like? How did we have to take care of all the third parties? So that was a very rigorous structure we had to go through and we had to learn it as we went because even the Ebola protocol that we had before didn't really work because in Ebola we actually segregated the plants and the people couldn't come inside or outside the plant. They actually lived in the plant we vowed to take care of everybody's family. We didn't think that this warranted that. Probably in hindsight, we probably should have done it at a couple of our factories of actually total segregation and pay hazard pay, see who wants to volunteer. But we didn't take it that far. Okay, next slide. You know, we think that we're a fairly decent marketing company at Coca-Cola, but we're a really, really good distribution company. However, this is changing so much. It's really why I love being in China. You've seen endless surveys and studies on what's happening with the retail scene in China. It is, it is virtually, you know, we're really happy. We delivered about 12 million outlets in a given week. That sounds like a lot. That's great. But I have 1.4 billion outlets, which is called a smartphone. People expect just in time. There was a massive disruption during this period. Did it lose good, George? Hey Kurt, we lost your audio. Can you hear us okay? Let me send Kurt a text. I'm not just to see what happened. As he mentioned, there may be some interference here. Let me just, sorry everyone for this. Kurt must have an issue with connectivity where he is. Let me try this again. Hey Kurt, can you hear us? Well, he's not connected to me with chat or audio. So it might be that we should switch to Sienna and come back to Kurt when he gets connected again. Sure. Is that okay with you, Rajesh? Absolutely. Please take over, and I know that you're the expert on this. So please give us all your wisdom. Thank you. Thank you for having me, George and Sean and the rest of the team. Look, I would love to hear the rest of the story from Kurt as well. But look, I mean, I think let's start with this India story, and then as George very kindly introduced me and Sienna's business, I think we are into network systems, network strategy. If you move to the next chart, Vivek, do you have my first chart on? Okay, great. So we're going to talk roughly about what really happened in India very briefly before we get into the supply chain details. Look, I mean, with like every other country, and you know, Kurt talked about China, China was a little different from the rest of the country, but you've been seeing the impact of that in the United States and some of you in Europe and the rest of the world. India certainly was no exception. You know, but the balance which India had to walk between life and livelihood was a little more acute than some of the other countries. And you know, we had some most one of the probably world's most stringent and most the largest stringent lockdown ever. I mean, you know, locking down 1.3 billion population at home, 70 days in a row, wasn't a wasn't a very easy task for our government to do. And then they did that. Is the right thing or not? This time will tell us. But but that is what it is. And so, you know, we have finished those 70 days strict lockdown. And we are now into this unlock mode of saying that, you know, how do you sort of open up things one by one? That's the mode we are in. And if you look at those charts there, and then if you just compare with India and then the worldwide numbers, you know, I think we don't know the reason, but I think India has done fairly well in terms of the life side of the equation or the health care side of the equation. We haven't, I'll talk about the livelihood side of the equation, the economy wise, I think you've done it. We will end up in a much poorer location. But but if you look at the the life side of the equation, I think, you know, as of now, you know, our debt toll has been still probably around 12,000 people or so for an 1.3 billion people with with about 350,000 plus cases. It is not too bad. And death per million is one of the counts which which we just widely calculated. We are at about a nine and we were we used to be at one and two extra, but now we're about a nine with averages about 60. If you want to look at this number for a country like for example, Spain or France, it'll be around 650 or so that number. So so for the US, I think it's probably again about 100 or so. So that's that's a pretty decent number. And I think George, you mentioned it, as I said, you know, the impact on the industries have been sort of twofold. There have been industry for which we've had a very net positive impact. And then there are some industries which are a net negative impact. And one would think that, you know, luckily, you know, this is not because of anything else industries have done, because of the situation. I think when you look at the IT and telecom, et cetera, I think they've all fell into the broadly around the net positive impact. And if we do the things right, you probably end up having more business and more opportunities for you to, you know, go and maybe even on a growth trajectory compared to anything else. So so when you look at the the reason why telecom, if you move to the next chart, if you move to if you understand the way telecom and our industry works, you know, connectivity is becoming so so critical and everything is actually going into a hyper cloud mode. And, and, and, you know, that is actually driving a lot of our business, which means that, you know, whether it is a telcos or the, what we call web scalers or the OTT providers and, you know, entertainment providers and all of them. I think there is increased need for people to be digitally connected than ever before. And so and hence, you know, our industry's position, but we're not, I don't want to sit here and say that, you know, we're going to, you know, have a great business for the rest of the life, right? I mean, so yes, for the, this and last couple of quarters is fantastic. I think we're going to have same thing for the next quarter or so. But if things don't get back and, you know, the broader economy is going to have a, you know, go go south. And I think there is, we are not immune to any of those, you know, bigger, bigger issues which will happen in the economy anyway. But I think the way that we had built our business and then maybe diversified, and we'll talk about that in a second. It all helped pretty much in terms of our, you know, our competition was in the same industry has been suffering little more than what we are doing. So I think that's good news in terms of how we've been running the company, how we've been able to, you know, broad base are not just our customer base, but it's also the industries, the type of customers, as well as the supply chain in many ways. And I'll, we'll talk about that in a little more in detail. Obviously, like everybody else, we had closed down our offices, the onset of all of this, and we don't have our employees going into work. They've been able to work very, very well from home because we've been doing the work from home thing, you know, pretty, pretty much even before. So our IT, at the investment on IT and what we've been able to do, I mean, 100% of our employee base and our contractor base, we provide them high end laptops and everything else. So they're very mobile in by definition. All our technology is on cloud, we're 100% cloud company. So all of that has helped significantly for us to get back into into action, even though we do not have access to office on a regular basis. We do need a few of our people going into the offices because for them to make sure that our labs are operational, so that the rest of the folks from home can work. So that's a small contingent who has to be in the office. But otherwise, I think we've been pretty okay with the remote working. As a company, I think we've been very, very thoughtful of how do we support our people at the time of the need, whether it is, you know, providing them leaves and work from home facilitation in terms of making sure that they have set up a home office and we've gone out of her way to not only pay them enough money for them to, you know, set up a home office, but we also, you know, sending our own office chairs and monitors and display devices, everything to their home so that they're absolutely able to do their job. And as you know, in India, most people may not necessarily have a home office. So it's important for us to sort of support them so that they can balance their families and work as well. And same with the communities, I think we've been able to do a decent job of supporting a lot of the COVID-19 charities. And then, you know, we've also been doing what is called a triple X max, you know, matching program, which means if our employee gives X amount of dollars, we're actually doing three X from the company. So it's really a very generous match in terms of making sure that we are able to reach out to a much broader population overall. You move on to the next slide, Vivek. We'll talk a little bit about what is our supply chains, drivers of the transformation that we've been running. And this is not necessarily only for the COVID, but even otherwise, when you look at our supply chain, I think these are the fundamental drivers, which actually drives some of the changes that we've been able to put in place over the last few years. And again, as all of us know, the key is to sort of do some of this before it hits you rather than waiting for it to sort of really hit you and then manage these changes. So I think this has been ongoing for the last, I would say about three or four years. Firstly around, you know, we as a company were really growing through the roof, right, as I say, you know, we had a fortune, we were fortunate to have a very, very healthy growth over the last four or five years. Our customer base has grown truly global. So all of that, you know, has given one of the significant drivers for us to how do we really look at our supply chain very differently. The second driver was around the market dynamics have been changing with the trade issues between India and with the US and China. We are a US based organization. So within US and China, whether it is the COVID situation, which actually started recently, all of that actually is a big impact for us. And we have a separate track running around market dynamics and global threats. And how does it really affect your supply chain and what do you have to do for it? The third element or third driver of that would be around, you know, a customer experience itself. I think, you know, we don't often relate the supply chain efficiency with the end customer experience, but we do it very strongly, not only our sales interactions and the services interaction, but we also pull it all the way to the supply chain and make sure that if you have the supply chain, you know, you can cut down the lead time and ensure that our customers are much more have a better experience with what they buy from us as opposed to just the supply chain as a sort of a background or a background activity, right? And of course, the fact that we've been selling different products over the period of time, we've introduced lots of new products over the recent times. And then all of them would require a completely different type of supply chain, which is very interesting that, you know, each of these new products actually have a totally different kind of positioning in the market. So we need to have a different strategy around some of them. Same thing with our CFO wants better margin, obviously, everybody wants better margins. And then, you know, there's also competitive pressure as to how do you really do your supply chain better. So that was another driver. The last one I want to talk about is that expanding customer requirements, not because we, so we used to serve predominantly the telcos at one point in time. But today our telco-based business is about half of what we do, but a little over half. The remaining ones have actually moved on to the web scalers, people who provide connectivity, even otherwise, people who provide OTTs, which are, you know, on the top providers. So all of these web scalers and the cloud providers, you know, as you know, we support all of them from a connectivity point of view. And that has been a very, very new expectation, new experience, new experience that they need to have. So that's a huge need as well. So how do we manage all of that? If you move to the next line, you know, these are some of the drivers that we believe that will actually get us there. You know, the first one is around, you know, how do you make sure that you have a safety stock? This is like a vendor managed inventory at a really at a finished goods level. So what do you see in this chart is different elements of how we make sure that our supply chain is resilient. But at the end of the day, if you need to summarize this, this is basically the volatility management, right, whether it is the forecast volatility or demand volatility or supply volatility or market volatility, whatever it is, I think, you know, how do you really manage it as a company? And, you know, by ensuring that you do have the right level of, you know, actions that you take across these dimensions. I'll go through very quickly. The second one is around buffer stock and then, of course, dry banking. Most of you know what it is. I think we believe that, you know, with our component suppliers, we've had some very good experience in terms of making sure that they've been able to help with us and work with us in terms of making sure that we don't run into those issues. Second sourcing in our bleeding edge of technology, we are always, our technology that we, some of the cutting edge technology that we develop are only about a year old or sometimes maybe two years old. So you don't really have lots of sourcing options there, right? So sometimes it's not even possible for us to have a second source, but we do make sure that, you know, we manage that very well. And also through the whole component distribution, I think we've been able to get ahead of that. Geographically, we need to be diversified in terms of where do we source our materials and where do we build some of these materials? Because we don't do any in-house manufacturing in large scale. Most of it is actually contract manufacturing. So we do rely on our contract manufacturers who are by themselves global in many ways, right? So they need to be global because, for example, let's say we have a contract manufacturer who's helping us from Mexico. And if something happens to Mexico, instead of we trying to shift that to another supplier in Thailand, for instance, we want somebody who has got a facility in both Mexico and Thailand so that they can, you know, we don't have to shift the vendor, but they shift the manufacturing into a totally different side. You still have some downtime, but then it will be much, much lower than what it would be if you had to sort of enroll a new supplier all over again. So, and then last but not the least is that we do a significant level of monitoring and then tracking how our suppliers really perform to make sure that we are able to match it with what the broader customer requirements are going to be there. If you move to the, probably my last slide there. Yeah. So this is my last slide. So basically, you know, when you look at the COVID learnings, around, you know, if there were one thing which we believe that we did fairly well, and I think which is such an important thing that we've been able to pay attention to, not that any of us knew that there was, there's going to be a pandemic like this, but the investments and then focus around systems, tools, the overall digital strategy that we put around our supply chain, making sure that we use that big data, we generate tons of data. And by the way, this is a fairly large supply. I think 11,000 tons of material that we ship, we have 150,000 products and it goes through some of this. So it's a fairly large supply chain that we are talking about, right? So ensuring that the big data is leveraged and making sure that we do have a broad digital strategy actually helped us quite a bit. I believe that, you know, we had a very good IT platform, as I mentioned before, even for our business, I think. So that has actually really helped us in our effort to outlive the COVID-19 issues. And then also some of the other stuff that we did with people. For example, our partners and then the legal department, et cetera, has been very effective working with the embassies around the world to make sure that we were able to manage multiple situations. So look, when we started, we didn't, we thought we had zero, we have nothing coming directly from China to us. We have no direct, you know, China, you know, even there when the whole discussion was around saying that, you know, this is a China virus and all of that, you know, but turns out that, you know, we have a second level and third level suppliers who of course have a big dependency on China. So in the interest of time, I'm going to wrap this up. Look, broadly, we believe that, you know, as long as we can design a supply chain for the future, we can go through the details, it can be on the Q&A, you know, how do you make sure that you're able to transform our supply chain over a period of time, truly taking a global view, whether, you know, it does put you aware where your suppliers and contract manufacturers are based. And of course, focus all this around our customer satisfaction, the broader strategy, which is going to get you to where you want to go. So with that, let me turn it over back to George. Yeah, thank you. That was great. Very interesting. And I don't know if Kurt can hear us. Kurt, are you on the line still? I got back on, you have a cell phone going now and my U.S. cell phone and the iPad's actually working again. So VPN's up and running. Good. Well, I think we'll go right to Q&A. And, you know, people have a lot of questions about all this material. So I'm going to go through a few questions and tee these questions up and see what both of you think. So the first, here's a question for you, Kurt, it says, in light of shelter in place and working from home, how was Coca-Cola dealing with the new workplace in the future? Are you going to change your real estate strategy? What's the story if you look forward about the way you're going to handle things, even the changes that you've seen just from this COVID experience? Yeah, we're probably going to, you know, obviously what we're doing with back office, more we can, we will move that to homes. The problem is very similar to what we encountered in India, is that the homes aren't designed for having a lot of space for offices. And I still remember we, our female associates were so happy and we're predominantly almost 60% of our workforce is female at the head office. They were so happy to get back in the office because they said, you know, they were like triple heading doing a bunch of different jobs from class tutor to, you know, chief meal preparer and also trying to get the workout. But we are going to look at that. That's obviously on the agenda. The problem is we have 47 big physical plants with 23 additional juice plants. Those you can't, you know, those you have to keep running. And we got something, you know, we have on the case of something like 27,000 trucks we put on the street every day. So our footprint is so big, it's not going to be, it's, you know, it's something that we got to manage through, but there isn't a lot of things we can do there in the new reality. However, what is changing is, is how we go to market and how we do that. It's the consumers change quite dramatically. And this is our biggest learning out of that. So each time it ratchets us up, whether it's SARS or MERS or, or whatever. And this time, people are going to work. That's loud in most places, but they're not going out in home sweet home. The new cocoon is, is where it is. So we have to figure out a lot of new ways how to deliver to those areas. One of the ones we do is mini cans, you know, kind of a guiltless pleasure and something also you can share with the whole family. It's under 100 calories, you know, so that's a product that's we're up 300% on. So we're, we have to rework our whole supply chain from the consumer backwards is quite frankly, the, but we're still going to have to have big physical footprints. That's just how we do it and with our scale. Yeah, I think you're absolutely right. I think companies around the world are looking at exactly the issue that you're on, which is how do you decide what you have to do physically? And what can you do remotely where there is less risk of infection and so forth? And I think, I think your thoughts about that are really, are really super, super helpful. We have a bunch of Q&A that have come up. There's a, here's one question and I'm not sure what the answer will be, but I'll spoke to you. How could African countries learn from both Chinese and Indian experiences? What, what can, what can you do to avoid not suffer wave two and food shortage and so forth? So it's a question from one of our Africa based colleagues could, I don't know who wants to answer it, but what, what do you think? And maybe, maybe Rajesh, you can talk to this, which how what, what can you say to help our colleagues in Africa? So one of the things that I talked about India's response to this and, you know, with this whole lockdown, I don't know whether our governments had expectation on what actually followed the lockdown. We had a significant amount of migrant workers who are working in the cities. The moment the lockdown happened, you know, nobody expected that all of them will start to, because there were no transportation or any of that was really the lockdown is a very strict lockdown. They started walking back to their villages where they came from. So that wasn't a very, very, you know, it wasn't expected at all by anybody. And that actually causes more problem than, than solution of the lockdown itself. The whole lockdown was for you to sort of make sure that you're not moving anywhere. You're not, you know, doing anything. But then this was actually very counterintuitive in many ways. Luckily, you know, that by itself did not cost too much of infection, but then it did cost a lot of trouble for the, for the workers. So I think, you know, in, you know, in very, very, very similar type of situation in some of the African countries, I think it'll be a great way to make sure that we focus the strategy around the bottom of the pyramid, and then work the way backwards. Coming in with the solution which will appear good for maybe that the top 10% or 20% of the population, but the bottom of the pyramid is what gets affected. So who's really the most affected in India because of the lockdown? It isn't me or you or any of us that call or even most of the people who are salaried who actually get their salary. These are the people who really got completely taken aback is that the daily wage is the owner. The people who are on the, on the street and vending cards are actually selling something to make sure that they're making a living out of that. So those, that population is so important. And I believe that we as a country, we were actually caught a little bit off guard with that. And that may be a great learning for a country like Africa that, you know, that is the population that you need to be foremost be careful about because they are the most vulnerable in my mind. Yeah, good point. Very, very good point. George, if I could jump in on that one, I spent 20 years of my career in Africa. And the thing we learned really fast in the Ebola countries is education of the families. You spend a lot of time on your workers. You get personal protection gear to the workers. We actually gave masks to the families. We showed them how to use bleach. We actually organized food distribution because a lot of times, a lot of time in Africa, a lot of time and effort in marketplaces are crowded. We delivered rice and food essentials to all of our workers because we figured that was one of our weakest links where the transmission was going to be because it took a little while to close schools, took a little while for the doctors. So we actually encouraged our doctors to reach out to somebody who was ill to go to the plant doctor who had the proper gear on. And the education of the family was very critical that to eliminate the spread. Obviously, we want to keep everybody healthy as much as possible, but if they go in home to an environment that isn't healthy because people haven't practiced social distancing, et cetera, then everything we've done inside our four walls is for naught. Yep, very, very true. I've got a bunch of other questions. One of the questions here, Kurt, is another one for you. It's about what happened with respect to your supply chain. Obviously, the whole issue with this crisis was not foreseen. Then it happened. Did you find that you were out of stock of certain issues? Did you find that there's a change in what people ordered? Were you out of stock in some areas but not in others? Explain how you're able to meet the demand that happened after the crisis occurred. First of all, it's always good to be really lucky. And so we were heading into Chinese New Year, so we had huge stocks of almost everything, expecting a sell-through, and then people just didn't go to the store. So we were lucky on that. So that's the honest answer. But then quickly, it doesn't take long for that to dissipate. And we just chopped down our SKUs. We made conscious choices that we were going to be out of stock. A couple of the newer brands, we said we can't. We just started these. We got to keep this in place. But also, when everything shifted to online and the whole e-commerce and delivery, that supply chain, that last mile pretty much doesn't for you. They only want fast moving, high velocity items. And so they're not worried about the olong natural tea that is a premium price. They want a Coke. They want a Coke Zero. They want something that's going to move fast and not clog up their supply chain because overnight, their business in some cases doubles. The online business just for somebody like Walmart went up almost 300%. And a lot of that's going to stick. The McKenzie study says five, maybe 10 points of that's going to stick. So it's a dramatic, dramatic model of what's happening right now. We made conscious choices. We actually went back to the old-time circle on the map. Where could we deliver to? What could we deliver to? And then where could we use our online partners and distributors to pick up the slack into certain areas? I think those are good points. And I think for sure, in industries around the world, the move to online is happening fast. So the people are going to be ordering differently, almost everything. Here's another question for Sienna, a question for Rajesh. Did you have a business continuity plan already in place? Did you have to change it during the lockdown? What did you do to modify your BCP, if anything, as you went through this crisis? Sure. So traditionally in Sienna, we had a BCP. Obviously, there was a corporate BCP team broadly. And the BCP was structured around functional areas only. That means supply chain as a discipline will have a BCP plan, a financial accounting will have a BCP plan and so on. So each function had its own BCP. And that is what made up the Sienna BCP broadly. But with the COVID-19, we also realized that you've got to have a location dimension to the BCP as well. For instance, so I would chair a BCP team in India, so it would be purely for Sienna India, not as only from the corporate function part of you. It will be a sort of, we developed a matrix system, if you may, the horizontals being the locations and the verticals being the functional area. So it is important for us to make sure that we take an India action because the same supply chain issues in London will be very different from what is faced in Delhi, because of the fact that in Delhi, it's all locked down. Whereas in London, it's different. So I think we brought in a lot of location-specific activities into the BCP team, which is very, very effective because for instance, even for our essential staff to move around, we needed to get passers and all of that within India. So which is a big deal. We got to really have a system and staff to actually apply for it and go negotiate with them and then get those passes for you to sort of even move even anything, move our material from our labs and so on. So it was a big deal for us to have that major change in the BCP dimension itself. And then we have two levels of BCP now. As I said, the functional level BCP and the corporate BCP, which we twice a week, we continue to, we just scale it down to once a week now. And there's also location BCP now. We're meeting, we start, we just, from this week onwards, we'll actually start meeting once a week, but we were meeting at least twice a week, sometimes even more to make sure that we do have a right level of coordination. Good, that's excellent. And you know, I think another question that's coming up several times is about, here's a, we have a, we're lucky to have a professor, a very esteemed professor on the call right now who's very famous for his supply chain work, Vishal Gohar. And his question is about, has diversification become a bigger priority in supply chains? Diversification of all kinds, diversification in supply, customer based products and capacity. And also, you know, how does this affect people's efforts to go digital? So, and let me back to you, Kurt, what the, what, have you diversification supply chain happening? Are you, are there a greater push to go digital? What do you see happening? Well, everything, everything here is, is so digitally oriented right now, whether payments or, or whatever, we were, we were lucky that we could just fit into, into that existing structure. And if, and if nobody's studied, if, if anything in supply chain, I, if you haven't studied the, what's happening in China, you need to get on them. Well, when you can get on the plane, right? And it's, and it's, and it's, it's amazing how it's overlapped. So we were lucky on that one. There were so many different barriers. What, on diversification, what actually hurt us is that, you know, as we pre-meditized our business going forward, when you start looking at, uh, pre-meditation, a lot of times you only do that in one or two different places because the skill sets are different or whatever. And we had to, we had, and it sounds kind of strange, but we had to realize we had to standardize our pre-medification strategy of what we were trying to do with our brands because we just couldn't have one factory producing, uh, one thing. And, and, and it was, it was really amazing how the team came together to try to figure out how to do that. And we actually relied on a lot of contract packers. We actually tried to get them up and running, uh, third parties to try to do some of the things that we were having trouble distributing with. And in what happened, uh, what happened in China is fairly unique. They went to total province lockdowns, which, as I said before, you couldn't get one truck from one province to another. And sometimes you couldn't even get that guy driving the truck, even though he had a commercial permit. So we had to do a lot of shuffling and reshuffling of that and then actually rely on a lot of our warehouses, et cetera, to read, to really refocus what we had to do. So it was, uh, it was a constantly moving chessboard. And, and if we wouldn't have been totally digitized on that, it would have been a total absolute nightmare, but fortunately we could, we could write on what's already established in China. Yeah, I think, I think credit make two comments. One, uh, for sure the, the, the rush to be digital is only sped up, uh, in for companies around the world. The second thing is, uh, you keep saying you were lucky. I think lucky means you are a good, a good executive making the right things happen. So that's just my opinion, but for sure, uh, for being lucky is good, but, but doing the good things, uh, to make yourself lucky is even better. I have a question for back for a yes. Does Sienna have any secondary or tertiary suppliers in India? And if so, how are they handing handling labor shortages? Uh, each country's government has different approaches to the pandemic. How did your ERP system help you in production planning? Uh, do you have any BI embedded in the ERP? Uh, can you, can you talk about, about, about those kind of topics as, uh, as you think about your business? So, um, we do not have any secondary or a tertiary suppliers in India because as I said before, uh, we don't do any large scale manufacturing with the company. We outsource them all to be contract manufacturing. Uh, and most of our contract management happens outside of India. Uh, you know, you know, most of the gear that actually made, um, you know, most of it is actually in, uh, Mexico, uh, and, and Thailand and a few other locations. So, you know, we don't have anything in, in India. Um, however, we do have a, a phenomenally large, um, R and D center in India. And so it's a, it's about a 2000 people facility. Uh, we built, uh, we designed and, uh, you know, built those products in India, but then the actual manufacturing, large scale manufacturing happens outside of India. Um, we have not faced any labor shortage even in, in those areas where we are manufacturing and we've been lucky, as I mentioned before, um, I think the timing and the way we have diversified, um, to your previous point, diversification of what we did in terms of where we got stuff manufactured. Um, you know, and then truly having the, the right balance between what we do, um, close it, close it to the, where we need the, uh, products, as opposed to how do we, I mean, there is always just the question of, you know, previously, uh, it was all about efficiency. I think moving forward, uh, you know, when, when things get, when manufacturing gets, you know, pulling things more closer home, um, you still have to be efficient, but I think the resiliency, uh, and then the, uh, the ability for you to sort of make sure that you, you do have, uh, your business, totally resilient will probably become more important than just being efficient. I think, I think you're absolutely right. This whole focus on resiliency is going to, is going to continue, uh, and increase that. So I think, I think you're totally, totally right about that. Hey, I have, I have another question coming up from, uh, Chris, Chris, Chris, could you, uh, could you explain your question? Yeah, thanks, George. Uh, Kurt, you had mentioned that you had excess N95 masks, uh, in stock that you were able to spend a supply to outside of Coke. Is that something that you have as a standard practice or were you, again, going back to your lucky versus good, were you just lucky to have a good supply of N95 when all of this happened? And how do you plan for that if it is a normal part of your, uh, supply resiliency capacity? Uh, yeah, good question. Uh, this one we probably weren't lucky on. Unfortunately, in this part of the world, we have our share of natural disasters, right? Uh, and we've had SARS before, uh, and, uh, we've always had those in stock. And, and what happened is, is that we also handle a lot of things that have, uh, powders. So we have huge stocks of those and, and we actually, OSHA standards, we, we change out an N95 mask every four hours and, and some of our adverse handling requirements when we're handling powders, sugars, citric acid, things such as that. So, um, we always make sure we have what would happen if, uh, that would get cut off. Those are one of those essential supplies. So that's what we, we had in stock and we, they were great barter tools when it, when it came to reopening the plant and also to showing one, the government that, uh, that we had all the necessary things in place and, and two, that, uh, you know, they were all saying, can we, can we maybe have, uh, you know, what you have in excess? Uh, so, you know, it was good civic duty. I would, I would have to say that, uh, what they say about the road to hell with the good intentions. Uh, I actually secured 1.5 million N95 masks in the U S and shipped them over and, uh, absolute feeding frenzy when they hit to hit China. Uh, I don't know if it was a good thing, but I don't know if I would do it again. You have to really think through, uh, what happens with all of that? Who wants to grab those masks and then trying to get them to the intended spot? But, uh, obviously we've restocked the mask and tripped a bit. You know, we always had a very, um, on paper, a really strong business continuity plan, but we actually started stress testing it and actually would go dark on a couple of our plants just to say what really happens if there's an earthquake and such one, because sometimes there's an earthquake and such one or there's a flood in, in Guangzhou. And, uh, so we would actually shut down and, and, and reimagine what would it take to do that. So a lot of that training and stress testing really came, uh, you know, it's like, if you, the first time you go camping, you're a miserable failure. The second time you're getting smarter at it, right? So, uh, we tried to get smarter with real live examples, uh, and that really came to the forefront when, when this crisis hit. And the first thing we said also is that let's get some of these masks to the hospitals. We're not going to get anywhere if all the doctors are falling and nurses are falling over. So we made a couple of right calls there. Yeah, that's very helpful. Thank you. And tremendous, uh, a tremendous opportunity for Cope to assert the societal value of its enterprise and brand. Yeah, you just, yeah, we, we, yeah, that one, you just got to walk through all the pitfalls of trying to be a mask donor when people see it as a life or death thing, because some very strange behaviors occur, but we got to finally all sort it out. Well, that's great. That's great, Kurt. Thank you. And thank you, Rajesh. We're, we're going near the end of our hour. Uh, I want to just once again thank both of our speakers, uh, excellent stories about what's happening in India and in China. There's a lot more questions, which we will answer. I will make sure we get, uh, the slides out to everyone who's on the call so you can have that material to look at. And I'll make sure that we have answers to the questions that were not answered yet. There's some great topics that came up, uh, and a lot more information. We could spend another hour on these things, but in any event, thank you very much for your, your super presentation, Rajesh and Kurt, fabulous. And, uh, everyone got a great sense of what you're doing and how to prepare for the future. And, uh, all, all the companies that heard this are going to do an even better job of coping with, uh, going forward. So, in any event, uh, thanks everybody for joining this, uh, this discussion. We appreciate it. We're going to have another discussion, much like this, uh, in July. We'll announce the date and time, uh, in a little bit, but, uh, right now we've got it set. You could put it on your calendar right now for, uh, July 9th, 9am Eastern daylight time. Uh, we have some speakers lined up from South America and Japan as we continue to rotate, uh, uh, in different parts of the world to look at what's happening. And, uh, everyone stay safe. So thank you very much. Thank you everybody. Thank you. Okay. Thanks, George. Thank you. Thanks, Sean. Thank you, everyone.