 All right. Well, I think people are still in the process of joining, but let me just get started to be have a lot of material to cover a very interesting topic that I'm sure everybody wants to talk about today. The topic is all about how coronavirus affecting our global supply chain, and what can we do to make sure that this crisis becomes an opportunity and not just a risk management exercise. So let me begin by just explaining a little bit about who the digital supply chain Institute really is. We are not for profit. Most of you know us. We do research on the future of the supply chain, but it's not theoretical research. It's research about what can you do to improve your performance now, and what you should be doing to get even better in the future. So this is of course an important topic. It's even more important now that we're faced with a very, very severe situation around the world. Now the coronavirus is a complex topic on many levels. We're going to talk only about one level and that is the level about how it affects business. So that's our focus and we'll begin. There's a number of people from the digital supply chain Institute on the call with like those later as we go through the process. But again, for those of you who are registered as panelists, please make sure you put your phone on mute now. I would like zoom to be on mute so that we don't have background noise as we go through the call. The digital supply chain Institute is a not for profit. It's a not for profit that works on supply chain issues now and in the future, and especially about how to get advantaged with a digital supply chain supply chain that allows you to work differently and serves the needs of the new customer. Next slide, please. So we're going to do three things today. Here are the objectives and this is intended to be a very collaborative discussion. That's what we call it a collaboratory. So those of you who have questions, please type them in and chat them to us. We'll make sure that we can summarize and get answers to many of those questions. And those that we can't answer as part of this process will find another way to get back to you on. So we'll make sure that all the discussion happens and all of you have a chance to participate. Some of you are registered as panelists. For the panelists, we'll be able to hear your questions when you ask them. So when we get to that point in time, please feel free to go ahead and interject your thoughts. So here are the three objectives we'll have today. And as we go through these, remember that we'll be recording this entire session and make it available to you afterwards and to other people who perhaps could not make the call because of the time of day or the day of week or other conflicts. Okay, here are the objectives. Three things. Number one, we want to make sure we outline the overall impact of the coronavirus on global supply chains, on company performance and customer happiness. So again, we're not talking about all the issues around the coronavirus. We're talking about how it impacts supply chains, how it impacts company performance, and how it impacts customers. Very, very important focus point for the people on this discussion. Number two, after we've outlined that those things, we want to describe to you measures that are being taken across a variety of different companies and array of different sectors. This coronavirus issue cuts across B2B and B2C and it cuts across almost all sectors and almost all companies. In some cases, the impact is, you know, positive, very few but positive because what's being made, for example, is something that's needed during this crisis. But in most cases, there's a lot of disruptions that are occurring and a lot of things that need to be done to preserve customer happiness and improve financial performance. So we'll describe what's being done. And we'll get some examples to you and some companies are here on their phone today that will share what they're doing now so that you can learn from them and perhaps you can share your experience as well. The third thing we'll do the third objective is we want to develop some recommendations and we're not going to get this done on this one hour call, but we'll get some recommendations together, at least in draft form that we have already developed and also that we're working with other customers on right now. So you'll see how people are improving their supply chain performance during difficult times. And also, by the way, companies are recognizing that this crisis is a good reason to take the changes that they need to take to make difficult decisions. Difficult decisions about their supply chain. So it's in some ways a crisis is an opportunity. This is certainly not an opportunity we would like to have, but there's an opportunity now to make some progress against some things we've wanted to do for a while. So we'll outline, we'll describe and we'll develop these things as we go through. Those are our three, the three objectives that we have. Here's our agenda. We'll move quickly through this agenda and make sure there's plenty of time for you to ask questions and interact. I'm starting out right now with some of our observations that we've made as an Institute based on working with companies around the world. I'll take some time on that. When I'm finished with that, I will turn it over to Pamela Maher, who is the EVP of supply chain tutors that lean fun. And she'll describe to you what they're doing and I'll ask her some questions and we'll have a good discussion with her. So that'll be, take about 10 minutes. That'll be the Asia perspective will then rotate to Europe. Lanaco is a company based in Serbia, and we're lucky to have Milo's with us who's the chief strategy officer, and he can describe what's happening across the world but in particular in Europe. And that'll be a very interesting discussion because we know that's an important part of the world that's been impacted quite heavily by the coronavirus. We'll then shift from Milo's to two of our partners from Bain, Joe and Pete, they're incredibly talented people working with companies around the world on this topic of supply chain in general but in particular on how to cope with the issues that are generated by the whole coronavirus problem. We'll have plenty of time for some questions and answers. We'll make some closing observations and have a summary and we'll make sure that we finish as precisely at 10am East Coast time. So that's our agenda. That's how we'll go through it and we'll work along those lines. If you have questions, please feel free to ask those in the chat session. We'll record those and answer them as we go through. If you're a speaker, a signal that you have something to say and we'll let you on onto the call and you can have some discussions overall. So that's our plan. That's what we're going to do over the next next hour. Next slide. Here's a quick overview. And I think all of you know this and that's probably why you're on this call today. Companies are scrambling to preserve customer happiness and financial results. Across all sectors, customers are just beginning to experience the impact of product shortages. Now, of course, around the world people are experiencing this directly when they walk into a retail supermarket and try to buy groceries and find out that most of the groceries in certain categories are frankly just not even available. So that's one very visible impact, but it's much, much, much deeper than that across customer segments. Technology products are not available. Retail products are not available. B2B products are not available. And they're just beginning to have this show up in the supply chain and impact what people can buy now and in the future, a very, very, very big impact. There's also a widespread fear of a global economic meltdown because the supply chain is not operating at full capacity because things are not being made. It means that there's less to sell. Because there's less to sell, it means that financial performance is being challenged. And that of course results in a number of things. One of them is this incredible decline in our economic, in our stock markets around the world. All the indices are down. I haven't looked at it this morning yet, but it's been a, it's been just an awful story of shareholder wealth destruction and companies experiencing significant problems. The third thing that's happening is that the supply chain performance is now very, very visible to customers and shareholders. And quite frankly, the current performance is very poor. We're just not able to get our supply chains to produce what they should produce in order to keep customers happy, keep shareholders happy and keep the business models working. So there's going to be some real changes in business models as we go forward and in supply chains as we go forward. The day of the supply chain in the future will not be what it's been in the past. The next thing, of course, is that the new customer, the customer that is out there in the world today that has a whole new set of expectations around what they expect, what they want, what they deserve, is not getting met right now. Radical action will have to be taken in order to meet the new customer needs, now and even more so in the future. And the final point I'll make on all of this is that the focus right now is on getting things done to work in the short term. Companies around the world are struggling to make their business model work. But most believe that in addition to doing that, supply chain rethink is required, not in the long term, but in the midterm. So people are beginning to think through what should we be doing to go forward to deal not just with the coronavirus, but with the entire supply chain process in the future. And it's a real opportunity to make change happen. And we need to take advantage of that and not just play defense play some offense as well. Next slide please. Now, on this slide, there's a lot of examples of supply chain disruption. I'm not even going to go through them because I think all of you are experiencing this all of you see it. The industries are impacted across a wide range. It's everything from airlines technology to, you know, industrial sector services companies, all of these companies are having an impact based on the variety of things that are happening across the world. So let's go to the next slide since I think this is this is quite clear what's happening across across all industries. Okay, here's what we see happening right now and I'll do this quick overview and I'll give you a few examples. These are short term actions, short term actions that companies are taking to deal with this incredible crisis in the supply train. The first thing people are doing, and this is across a variety of companies in across all industries is they're forming a war room. This war room is focused on how do we deal with the coronavirus and how do we manage our supply chain in a very very difficult situation. This war room has cross functional representation is not just supply chain people include sales and marketing people operations people of different varieties. And this is the fourth financial people as well. And it's all about, what do we do to make sure that we maximize our performance through this difficult time. The second thing people are doing. And this is happening by the way across industries, you know, there's examples. Corning is it's got a lot of effort going here under armor all the companies that we work with in a part of the Institute are doing this. And around the world. So that that's happening. The second thing people are doing, and companies are doing is they're assessing the supply chain risks and determine what options they have for meeting demand. And this is done, you know, segment by segment customer by customer area by area, very, very important process because guess what decisions are going to have to be made about which customer bases are serviced directly and prioritized over which other ones, which customers are important for the future, which ones do we like and want to serve but are less strategically vulnerable. So an assessment process is also going on across the supply chain to understand where we are what customers are being affected and how we can operationally respond. The third thing people are doing right now as you're doing a detailed inspection across the entire supply chain tier one tier two tier three suppliers, and they're negotiating favorable terms. This is a very, very difficult process, this inspection review and discussion process. And one where you have to play to win, you have to play to make sure your customers are serviced correctly, you get the products that you need the components that you must have in order to deliver your value. So a lot of detailed work is being done here across all the companies we're working with to understand what's happening and oh by the way, there are many suppliers with service, not just you but service some of your competitors or even non competitors. And when that happens, you've got to make really, really sure that your needs are being met with high priority, because believe me, those discussions are happening right now. And the companies that have the most forceful discussion are the ones that will, in fact, benefit the most from their suppliers. The fourth thing that people are doing is that they're modifying logistics and delivery to accommodate travel constraints. Of course, we've seen this around the world where countries are shutting down, access is being denied, major shipping companies are modifying what they do and how they do it. There'll be some more, I won't announce them right now, but there are some more things that come out about this that are quite shocking around what things are being not being shipped anymore or being shipped in a very different way. So a detailed inspection of logistics and delivery to make sure that things can be met. So we're not just talking about, we were talking in this area about, you know, how can we use drones and what can we do to, but this now is very, very tactical about how do we cope right now with getting things done. Of course, obviously protection is important. Protecting worker safety is extremely important. Some companies are moving from volunteer to work at home to mandate work at home. So there's no longer a choice. You cannot come to the office. You have to do your work from your home location. And this is, in fact, legislated in some places. In here in the US, some cities, some states have required that workers did not go into their workplace. So the whole idea of how do you protect worker health, how do you make sure their job gets done, very, very, very important and very, very valuable. It's something we've been seeing more and more time on over the coming weeks. Then finally, there's another effort that companies are doing. And we'll hear more about this from some of other speakers. They're modeling, what is the impact of all of these things on financial performance? You know, given the inspection of our supply chain, our suppliers, given our assessment of the risks we have. So how we're expecting to modify our delivery efforts. One of the things we need to do to understand the impact on our financial performance, not just this quarter, but over the rest of the balance of the year and beyond. So this is critical because increasingly companies are going to be worried about, how do I manage my cash flow? How do I manage my expense level? And to what extent do I have to start cutting expenses in order to make my revenue model work? Because I know I'm going to have less revenue. I just need to make sure my expenses are managed in line with that issue. So we see, I'm sure all of you are doing different pieces of this, but this is being done across industrial sector, retail sector, tech sector, all the sectors, B2B, B2C, these are the things that are happening right now as we go forward and all very critical. Next slide, please. A slide about midterm actions. Where is this all heading? So, clearly, this is an opportunity to take some actions that pay off not just now, but in the future. So it's the idea of playing offense, not just defense, but as we look at this, can we develop some actions to develop multiple source locations across geographies? This started out, of course, in Wuhan, China, and people started to look at their Chinese space. But on the other hand, we can see across the world now there are disruptions in a variety of locations. So how can you develop a multiple sourcing strategy that makes sense across geography? The second thing people are doing midterm is figuring out how can we do more local production of key items so that you can match your supply and demand and minimize delay in logistical cost. A very, very different equation, a very, very different view than we've had in the past. The third thing that people are doing is they're looking at their technology base. There's a whole set of applications they were planning to invest in, some of which no longer make sense, some of which become more and more critical. So for example, several companies we're working with now are focused on 3D manufacturing. So they can place 3D manufacturing closer to their customer base, both B2B and B2C, and they can make things happen quickly with low labor costs and with less risk. So we're going to see more investment in things like AI, ML, 3D, those things are going to be really a focus point in the digital supply chain going forward. So there's a very, very important topic here. I want to mention it. It's a big discussion, but this idea that we need a new data model. We need to have different data that helps us understand our customers, enables better demand management, better customer management. And what's happening now in the environment is people are really getting to see how little they know in some cases about their customer base and how they need that information in order to make better decisions. So there's a model that we have called data trading, which allows you to get new data to help you build out your data model to better predict and manage customer demand and your supply chain. And finally, of course, is this laser focus on this new customer. Supply chains we built in the past, don't meet new customer needs, how can we tune them to create a happy baseline, so that people really satisfied with our business. So those are the key things that we see happening both short term and midterm, and it's all hands on deck. Now, we're going to have some discussion here. If you have questions as I said at the very beginning please chat them out to us we will get back to the view with those. If you're a panelist or and some of you are a panelist, please go ahead and raise your hand let us know that you have some discussion just topics you'd like to raise with us. Okay, that's my quick discussion of to kick this off and I hope everybody's on the phone right now I think we have about 60 60 participants. I'm going to turn this over now to one of our members, Pamela more from Lee and fun and Pamela's got a good story of what's happening in Asia so we'll have the age perspective, your perspective, then we'll move to Bain to get a global perspective and particularly in the US. So Pamela can I ask you to ask you a few questions and get you to talk a little bit about how Lee and fun is handling the supply chain. Hello, everyone. So I'm just to clarify. I'm actually speaking for the phone group so phone group is one of the shareholders of Lee and phone. But we are also shareholder of global brands group, as well as the number of retail operations which are being taken across Asia so my comments are more or less on everything that we're doing across all of our group companies. Yes, thank you. Thank you for that. Okay. Okay, can you you can hear me okay. Yes, you're you're loud and clear. All right. So what what what do you want me to do do you want me to like tell you what we're doing because you just summer up made a very nice summary of all the possible things. And talk about what we're doing the main things that we're doing and the kind of auto priority. And then where we see the situation going or you want to ask me specific questions. I think I think Pamela people are going to be just fascinated to hear your view. Okay, anyways, okay. You have deep deep deep knowledge of the supply page in China. So give us your perspective on what you're doing, how we're chatting and how this should be managed. Okay, so. Right, so we're dealing mainly in soft goods apparel textiles and then some limited consumer products, but not electronics. Okay, so about half of our supply chain is in China and half of this in other emerging markets, like Bangladesh, India, Vietnam, Cambodia and so on. So first, when the crisis first started when China began locking down provinces which are in central China and eastern China which is the heartland of manufacturing and then extending down the eastern seaboard, including Guangdong. So basically, we had a scramble to look at the suppliers that we were working with because many of them, first of all is Chinese New Year so then the workers couldn't get back to the factory anyways. So the situation was actually quite dire. It was basically a scramble to figure out what suppliers are working and what their inventory levels were. And also where whether they could actually get their goods out. So it was like you said is a mapping of the final manufacturing stage, and there were a number of suppliers which kept operating but then everything was kind of choked up because of transport so it's to look at all the links. Then, because China is a critical point of supply of raw materials and components for the rest of Asia, what was frozen in China started ricocheting outwards. So then it became a question of mapping every customers and we work with several thousand customers. So mapping every customer supply chain to figure out where they were final assembling and then what the inventory situation was and those suppliers. And so that's really when your relationship with supplier, like the more trust based, the more two way transparent really pays off because those suppliers who were facing freezing of their shipments of inventory and components, they will prioritize you, their long term customer over, you know, the ones that are more transactional. So there was a big rush then to diversify outside of China and this is not something new everyone's been looking to get out of China because China announced that they don't really want to deal in low value goods like apparel and consumer products. So it's been a multi year effort since 2000, since the financial crisis to diversify from China. The issue now is that China still holds a lot of components. So, you know, the diversification question began to look at other countries beyond, you know, like Vietnam, Indonesia, the first point of offshoring and then to look at which supply chains didn't necessarily originate in China. And I think that's one thing that will begin to reverse because now that the rest of the world is being frozen. And, you know, a lot of places in Southeast Asia, they're just coming into the same situation that China was in a month ago. Meanwhile, China is now kind of like a safe haven because China's got the situation under control and people are going back to work in China. So now it's the question of, you know, where in China can I manufacture because the rest of the Asia is basically going to be encountering a lot of issues. And the problem with those countries is that their health systems and their ability to command and control their health systems is a lot less than China. Either because of the system of governance or because they just don't have as much money. So China has is able to direct resources and then to put on the power of command behind it. So, for example, for hospital beds for 1000 citizens China was not in the top of Asia, but within a very short period of time they were able to significantly ramp up. But for the rest of Asia, you know, places like Vietnam and Cambodia and so on, they're not actually in the same situations do that. So I think we will begin to look at China differently, not as a source of the problem, but actually perhaps as an answer to the problem. The other thing is that you can do is so so the forces visibility like to really get a handle on where you where you are in terms of inventory and products all around your supply chain. Yesterday and versus and then looking at tomorrow, then the next thing is really around flexibility that if certain components aren't available. Can you based on your product knowledge can you like redesign the product. And this is something we started looking at first with tariffs, you know, because tariffs were very specific that goods with certain kind of characteristics would be subject to tariffs. And so then it becomes a question of can you redesign or design around the tariffs, so that your good is not subject to tariffs and I mean this is, you know, it's like, it's not really, you know, loophole engineering but, you know, like car makers, electronic makers they've been doing this for years to redesign products and now it's just the apparel industry now becoming one of those becoming more complex and with more more components going in. We can actually engage in the same thing so just like in a terrorist situation if your supply of certain components is frozen can you actually redesign around that. And so then knowledge of what's in the bill of materials and the tech pack and everything becomes very essential and to pull that knowledge internally within the organization is actually very critical because our product our groups are structured around customers. And so they're dealing with a lot of the same products across different customer groups so we're doing more to pull all of the knowledge. And one thing you said George, which is, I'd like to offer a different perspective which is that, you know, you got to drive a hard line with your suppliers and make sure that they basically prioritize you. So, given given that we deal with many, many customers, the minute we start doing that with individual suppliers were basically may may be hurting ourselves. If you force a given supplier to work for one of your customers, you may be freezing out another customer. So that's where you really have to work with the supplier to see how do they how do you help them serve their multitude of customers and make that supplier and even give that supplier access to know what you know about subcomponent suppliers or raw material suppliers and help them solve the problem for on a holistic basis so that you actually get that supplier as a stronger partner for you overall. So you're not like looking in the short term. Yeah, you have to look in the short term and get your order through. But maybe there's a way in more collaborative sense to help the supplier really figure out how they're going to serve the customers, all of whom are providing them their lifeline. So the third thing is on sustainability and obviously, you know, protecting the workers, protecting the product, keeping open lines of communication, and then really giving really giving suppliers guidance on what they should do. So obviously there's legal aspects that, you know, if they can't operate, then, you know, there's certain things that they need to do under the law, but then also to encourage them to be very vigilant and to really go beyond that when it comes to the workers health and to, you know, if needed to help them source the things that they will need. And that's something we've been doing not only for our own and our own employees, but also for communities. And we see that this is a really great opportunity for for ourselves and for suppliers to really reach out and like do the right thing within communities, because just because your workers are fine, if their families are at risk, then your workers at risk. So you actually have to go further and think about what is your contribution to making the whole community safe. And then the last one is really to look at demand mapping. So obviously, now that, you know, the US and Europe are going to encounter some economic difficulties that will all impact on their demands. And so to really map where your production is at risk to where that production was supposed to go and to see whether you can get to get ahead of where the kind of situation is going. And for us, we think that this is not something it's going to pass. This is going to be, I mean, even if we kind of as a global community managed to get through this, there's going to be these kinds of pandemics and black swan events and so on. So every investment you make into the visibility and flexibility and more product knowledge and a better, you know, a better approach to community safety and investment, the stronger your overall supply chain will be. So and that's true whether or not whether it's China that is encountering production problems or even China, which is encountering retail problems. And so luckily both those things are now coming into the back, you know, getting getting getting dealt with and but any any country could be hit. So how do you anticipate that and work health readiness into, you know, our algorithms around strategic sourcing. I think that that's so interesting and I think people were fascinated by that and your perspective on China is excellent and as well as the rest of the supply chain and the rest of the world. So we'll I'm sure we'll have a lot of questions and discussion about that as we go forward. But thank you very much. That was that was great. If anybody has any questions right now they can put them in the Q&A section that's below the screen or the chat. We'll get to those for sure. And we'll kind of go from there. So let's, let's go to our next speaker from actually from Serbia from Lanaco and you know why don't you introduce yourself and your company and talk a little bit about what you're doing in these these challenging times. Hello, Lenaco. We can't hear you if you're if you're talking please please speak up. Maybe he doesn't know he has to go to the first screen and press tap to speak. Oh, maybe yeah that's a good point. Please, please tap. Make sure you tap the speak, speak button you know make sure you're unmuted from the center, you're unmuted from our perspective so all you have to do is make sure you unmute yourself with your own screen. Hi George Vivek here. Mylos is trying to rejoin so hopefully it will work. Okay, we'll try it again. By the way, while we're waiting, I understand your point about speaking here. Okay, great. Thank you for joining where we everyone is welcoming you to this discussion where we know you know all about Europe and the supply chain and the world of your of your business so please describe to us how you're dealing with this coronavirus topic and what are you doing to make your company more successful. Lenaco is the regional leader of in in developing of the solution category. We, we are split in two countries, one is Republic of Serbia second is the Boston has given a Republic of Serbian part. We are in the time to different country systems in Serbia. We have the martial law for from yesterday. And in Boston, it's quite a public except we have extra in this situation which is in fact one step to martial law that bring us in situation that that's two parts. We're looking separately, but in the end of the day. All all information what we have about about the number of number of people with coronavirus is very, very questionable, because we are still don't know how many tests are done and why the numbers is so small, but in any way it's, it's growing. Almost in double percent day to day and that would be not good. Of course, having in mind this situation, we divide our actions in three areas. And it's logical areas. In fact, first is the internal organization second is our ecosystem of clients and the third is society. We have the headquarter in Banyaluka, and we established COVID-19 action team, like the single point of contact for for whole company. The members of the action team is in fact the management and the one person who is in fact operational running the team. First action was to define the roles or the let's say the risk and we split all the roles to lower, medium and high level of risk and due to that we make the different different approaches to the different roles. In any way, we decrease the number of people in open space, you know, very practically we block big number of tables in the in the open space. Also, all people. Yes, we can hear you. Also, also everybody who can work from home, we send him we send him home. In in in all the space we expose the list of measures against infection and in fact we measure temperature for all employees which arrived in the headquarter that day temperature. And we try to keep people motivated and avoid panic, because you know, in this situation, first of all, we are first time in this situation and the second the numbers is not good. Then then we must be very, very, very, very polite and very, very caution very caution about about about about hold the team. We cancel external meetings and of course we cancel business trips. According to the ecosystem or the clients, we in fact increase the level of support to medium and small companies with free of charge consultancy in finance and business area because the clients then the small and medium business must be prepared to survive. And we want to help them to to the increase the possibility to do that. Also, we have we recognize the huge problem in manufacturing, especially in the companies connected to China suppliers. So how can we be fixed in society, you know, we are the very young company average of the of the headcount is 25 years. And we make the system or let's say, let's say the model in which our employees are helping older people which is in, let's say, much, much danger position than the older than the older one. And, and we do that every day, we help them to buy the groceries and and different different things. We also put on disposal or our infrastructure, I think data centers to government on their request of course and also we are ready to develop any software application of course free of charge of government needed for this situation. This is the three elements which we, let's say develop till today, we're doing that every day and let's say something change something put the new one. But in the end of the day, this situation is especially for of us very unique and the new one. And I afraid that we as the regional in the beginning of that of that very, very challenges journey. When you talk about the future of the of the business, we think that the big challenge will be for survival small and medium business and because of that, we provide them with a free of charge consultancy on generally in finance because you know, the finances in in fact the biggest, biggest problem. Also, we are very aware that the focus of the government will be on the health system and staying the employability in the country, which will changing the market focus and the big bets from just few months and that will be the big risk for all companies in the market because you know you're planning something for the month and and and and happen and nothing it will happen. And also we are also fully aware that the digital could be game changer for success and maybe be the cart on which we can play to let's say, let's say, faster, faster, faster, fix all the problems which will be caused by, by COVID-19 that is you know, I think your, your perspective is so interesting and useful because Europe is very much in the center of things right now as we think about the coronavirus and hearing how you're dealing with it is, is very, very, very, very useful. I want to, I want to move along to our next speaker will come back to the Q&A. Our next speakers are from Bain and Company they're new members of the Digital Supply Chain Institute as is Lanaco and I don't know, Peter Joe who wants to start out but we'd love to hear your perspective on the situation what what's going on with your client base. Yeah, absolutely George. Let me just test can you hear me okay. Yes, here you find great. Well, hello everyone. This is Joe Torino brief introduction. I'm a partner with Bain and Company. I run our global supply chain practice. I apologize, peak warrior, who works with me runs our global operations practice actually got called into a client meeting on on COVID-19 at this time and could not join. But I've got one of my colleagues Ryan Fisher with me. Let me just say, well, I guess I guess for one. I have the unenviable task of going last in that I think the previous three speakers all brought up some great ideas some of which some of which I have in my materials, but maybe what I'll do is I will I will pick in the first half of time, what I think it's going to be additive for this group. The thing that's that's really remarkable to me is just how quickly this situation has changed and I, I think everyone realizes that but it was really only two years ago that in conversations with CEOs and C level executives, part of what we were trying to push on them is, this isn't a wait and see situation, you need to be taking action. It wasn't that long ago that that that was an important message today. You know that message has shifted to prepare for the worst. So those people now realize what this is becoming but but I would, I would still say, having fully grasped what they should be doing, and how deeply they should be doing it. So what I thought I would do and what you can see on the screen is maybe just quickly start off before diving into operations, what we're saying at the sea level, and some of these are messages others have mentioned so I won't, I won't dwell on all of them. Maybe number one, protect your employees and customers. And there's been a number of things talked about trying work from home social distancing. I will just say for a lot of our clients, if you're operating a plant, if you're operating a distribution center those those are not jobs that you can say work from home. And so what we're seeing and advising our clients to do is is to take some actions to distance people as best they can. As an example, expanding the number of shifts that they have in a distribution center, breaking up their workforce into a blue team and a red team, and making sure that those two teams never interact so that if one becomes contaminated the other one can still work, trying to distance them as much as possible. There are things there that that we're really thinking through. You know on on modeling your exposure, you know what I would say here is before this hit, you know projected world GDP growth is supposed to be somewhere north of 3% 3.3%. Today what we're telling companies is you should model any number of scenarios from missing our plan to a complete liquidity crisis. And you know a good C level executive is going to be out in front with a planned cascade of possible actions based on which scenarios unfolds, but they'll be ready to move with them. You know our view is that a quick bounce back is not likely, I'm sorry to say, and companies should be planning for you know really for multiple quarters of of lower revenue. I'll touch on defending against revenue declines I think George you touched on this really well, but there's certainly some opportunities there. I'm going to skip operations for a minute because I'm going to go deep maybe the last thing I'll touch on this slide is plan urgent cost take out. And, and this is everything from hiring freezes. Stopping unnecessary infrastructure expansion investments. Being ready to for break the glass kind of measures being being ready if you need to depending on your company and your situation to again take to take these costs measures to the extreme start planning for it now. So a bit sobering, but these are some of the messages we're having at the sea level, just to dig a bit into stabilizing operations and if you don't mind going to the to the next slide. So some of some of what we've been doing with our clients. If you can switch to the next slide. I imagine come through in a second. So some of this we've been talked to has been talked about by others. It's really mobilizing to handle a crisis that that most of us have never, never seen before. I think Pamela did a great job and George touched on this others touched on this in terms of, yes, you need to establish that emergency response team. What we're really stressing here is is hyper care type of situations. Others talked about bringing that cross functional team together which is not just operations but importantly, the engineering group, the commercial group. And to give you a perspective of some of the decisions we think this group needs to make. We're on the demand side. So for example, I'm working with the consumer products company right now that let's say today they may offer a skew in 10 colors or 10 flavors or 20 different package types. And the decisions they're making now are, we're picking one or two. This is not going to be offered in in 10 different colors anymore. We don't know how difficult it's going to be to get scarce resources we don't know how much production we're going to get out. We're going to focus it on our hero skews on our high volume skews and we're just going to run our machines as much as possible and get rid of those change overs, etc. You need that cross functional group to make these kinds of decisions. A number of them are obviously moving to e-commerce skews, because that's that's where they think the the upside revenue is going to be obviously so depending on your situation. And others talked about this, but it really comes down to prioritizing customers. There's a good chance you're not going to be able to meet everyone's demand. And you're going to be need to be laser focused on who do we, you know, where do we send our production. There's all the supply issues that others talked about having visibility into what are our suppliers doing what our suppliers suppliers doing. What's our exposure. The fact of the matter is is most companies don't have that visibility. They can look at their ERP systems but their ERP systems are wrong because they're not telling them the shortages that are coming. And so thing I would stress is this is almost, you know, SNOP on steroids in a sense, it's getting the group together, but then it's setting up the daily stand ups to talk about the crisis assessment. It's about enabling the organization to make quick decisive actions in order to deal with what they're seeing. So, so number one on this page is all about pulling that team together. Number two, three and four is how do you how do you enable that in a world where you just don't have the data. We don't have the information and the systems that you need and so very similar to what I heard some of the other speakers say but you know it is about a very manual process of constant outreach to suppliers and customers to really understand what is our status. It's about analyzing what you're seeing and prioritizing. You can't look at 1000 components or 1000 pieces of raw material. It's about having the scorecards to direct the organization to this is where we need to be focusing. And then it's, it's driving the ongoing adjustments. Like I said, having the having the people make the decisions based on what they're seeing to say this is how we're going to, we're going to shift our schedules production schedules this is what we're going to to ship out etc and to who it's a manual process right now and a bit painful but it's needed and maybe the last thing I'll say on the slide that's been, I suppose I'd call it interesting. When we started working with clients a couple of months ago, it was clients in the US worried about what's coming over from China. Right now it's China's coming on board and our clients in the US are worried about what's happening in Europe. And actually what's about to happen to us what happens when our own production force can't make it into work. And so it's, it's, it's just evolving all the more reason to have these types of measures in place. So we're short on time. Let me just go to the last slide. And I'll say this. This last slide will focus on kind of what are the, what are the made in longer term actions you can take coming out of this crisis and George, you had a slide that touched on a lot of these. There's a, there's a question in the chat around, haven't supply chains been focused on resiliency what what's gone wrong. And for the last five years, you know, I've done a lot of supply chain work in a lot of different industries, and you asked them what's, what is it that you need to develop supply chain leaders always have redundancy and resiliency on their mind. But a big focus on what they've been trying to build is flexibility, responsiveness, how do I, how do I deal with e commerce it's been about building those kinds of capabilities. I think these are real, realizing they're not as resilient as they thought they were they thought that the assets that we're sitting in the US could make the same thing that are sitting in China. What they didn't realize is that over the last 10 years, the products have diverged, and the assets are from different manufacturers and when they go to try and switch, it doesn't quite work. And so I think coming out of this. Yes, we're going to see resiliency be much more of a focus and I thought Pamela did a great job of sort of describing the need to be able to shift manufacturing easily. I think that's going to be a big thing that the three in the middle talk about visibility control towers a lot of digital companies have been talking about digital for years. The client tell me just yesterday, we've been talking about building a control tower for the last two years, and I couldn't get anyone to take it seriously. This crisis has has changed that we're ready to talk about how to do that. You know, when we, when we, when we get a we're able to come up and catch our breath. And then the last thing is the empowered organization. I've been working with one, one company for since, since January on this, and their response has been in some ways we're really proud of how we've mobilized where our company is working together quicker and better. We are singly focused more than we've ever been. Why can't we always be this way without the crisis. I think you're going to see a lot more companies really thinking about their operating model and how they empower people and collaborate together. So I know we're short on time George I wouldn't take too much too much there but but maybe I'll stop there. Yeah, thanks. Thanks that was that was great I really like the way you helped us focus on, not only the supply chain issue itself but how it impacts customers and also our financial performance, and the need to take action to get through that, and manage both those, those, those lanes very clearly how do I manage my customer lane, and how I manage my financial outcomes really really critical. So we're going to go to some Q&A discussion now. So let's, let's, let's start out and I, there's a lot of you on the phone. So some of you have, you're now enabled to speak, and I want to call out somebody who I know I know personally who's Craig Jones who's a leader supply chain at Under Armour a great company facing companies around the world suppliers around the world. Craig do you have any comments on what Under Armour is doing I think people would love to hear yours, how you're viewing this and what you think the next steps are and what you thought about the discussion so far today. I'm sorry to put you on the spot Craig but I know that you're, I know that you're here and ready to ready to talk. No, appreciate that thanks very much. Look, sorry, I've got a hard stop actually. Yeah, yeah I have a conference call with, yeah, believe it or not coronavirus is a topic so I've got a hard stop but first of all thanks for the insights I mean, what I what I've listened to so far is really really good information that we Under Armour absolutely following a similar trend with regards how we're approaching this so of course we've we got impacted in the epic center and then we've moved across to Europe we're now dealing with that in North America. I think for me just to emphasize the point that this is unprecedented and know the cross functional work and the reality of what's on the ground is super important so you know what we're doing is really having a very clear communication strategy so twice daily we're speaking to our regions on the ground. We're listening to customers we understand the fear out there and we're trying to, you know, through strong leadership, keep people calm. I think that's really important here there's no panic. We just have to manage this the best, the best we can. There's been a lot of learnings from Asia, and it was great to hear that the Lee and fun perspective, maybe just a question back for Lee and fun because of course we work with you guys as well in Asia. If you rewind the clock, what would be the two or three things would have done different knowing where you are now hopefully coming out of the, you know, the challenges that we're going into if you will. So Pamela this is a question for you to have any. I was just going to ask whether you want me to answer. Okay, so I guess yes. So the, the main thing is visibility. So real time visibility with your suppliers as to the levels of inventory that they have and any problems that they have. So this is a long standing issue in the apparel supply chain and that since suppliers are normally handling many customers at once, they don't really like to give much visibility on what they're able to produce and like their free capacity and so on. It's a ongoing journey, but never has it been so critical. We are having some success in getting visibility of our supply chain, where we work very, very closely with some suppliers and have a significant portion of their volume. But, you know, a lot many of our customers don't, don't want to fill, you know, given factories and so that's still it's still an issue. So number one is visibility and then number two, you know, we have an organization need to do a lot better in sharing information around the house and then being very proactive, because some teams which are going to their customers with solutions like product based solutions, substitution, other kind of other sources of raw material, we need to share those stories around the house and to have like a centralized repository of solutions which everyone can deal with basically the best ideas for helping the customer navigate through proactively. But, you know, there's uneven levels of proactiveness in customer groups and of course not every customer really wants, you know, to be proactive some aren't really that capable of it and they're actually taking what they said is like wait and see. And, you know, there's only so much you can do with customers but for every customer really want to be proactive we need to move that, move that knowledge around the organization. And that's like an organizational culture issue. And so this this one we taught us a the value of real time visibility and then be of like this this more on what what the main speakers talk about an empowered organization, more transparency in terms of information and a more decentralized decentralized decision making. Right, right. That's great and I think you know we're coming up to the end of our hour together. And it seems to me that there's a lot of people asking questions a lot of people like more discussion. So I'm going to suggest that we set up another collaboratory on this very same topic and perhaps we do this regularly so that people will change to share ideas and have discussions. Hopefully, as you listen to this, you've heard what different companies are doing, you have gotten some new ideas about how you can manage your business in a better way to cope with the coronavirus. And I really, really hope that you're thinking about how can I make changes now they'll prepare me for the future, because I think as all the speakers have said, we got to take the care of the issues today, but how we take care of them is important and what we do next is even more important. So, there's going to be other issues in the future we've got to make sure we're agile we're flexible we have the right digital control towers things are decentralized and empowered those things have to happen. So, I'm going to suggest that we set up some more discussions like this will invite all of you to attend again, and you'll have a chance to hear how other companies are just deciding on what to do what they're doing, what the measures are and oh by the way this is a moving target because each day issue gets seems to be getting larger, or changing or being reshaped, or, or moving from China to Europe to the US so will not going to discuss about all these things is very very helpful. So I appreciate. I appreciate everybody's involvement today. Thank you for participating. If you've got more questions please feel free to reach out to me and I'll make sure that the right people get them so we can have a better discussion, and we'll set up another call exactly like this in the near future. So thanks, thanks very much everybody and we'll we'll all talk to you again very soon. Cheers bye for now.