Goldman Sachs Bullish On Bitcoin & Gold As Recession Signals Continue

Recent analyst reports from Goldman Sachs suggests investors should take advantage of the current Bitcoin price dip and buy now.

In a series of slides prepared by one of Goldman’s technical analysis teams and distributed to clients, the bank included one that put the short-term target Bitcoin price at $13,971.  They echo the sentiment shared by many that we are currently in a dip and that now is an ideal time to buy.

Bullish On Bitcoin Goldman Sachs

Source: Goldman Sachs

According to the report, there is also the potential that this could be the first leg of a five-wave count of price rises.  This means that any decrease in Bitcoin price from the $12,916-$13,971 level (where we’re currently at and have been for a few months) would be a smart buying opportunity.

This latest report from Goldman Sachs further adds to the sentiment that investors are once again eyeing the crypto industry.  Last year, Fidelity Investments revealed they would be launching a digital assets division, and earlier this year JP Morgan analysts claimed that Bitcoin has “intrinsic value”.

More recently, billionaire VC investor Tim Draper reaffirmed his belief in a $250k Bitcoin price by Q1 2023 at the latest.  These increasingly bullish feelings from Wall Street and institutional investors around the world will no doubt help drive up the price of Bitcoin in the coming months and years.

Gold was also mentioned favorably in the series of slides from Goldman, particularly in a scatter chart (see below) that “helps to identify where trends in the market are extending or turning on a week by week basis.”  Gold is featured in the “Strong and Stronger” quadrant, which means it has strengthened for both of the past two weeks. The chart also includes a note indicating that it is yet “another week in the top right quadrant for Gold/precious metals”.

Bullish On Bitcoin Goldman Sachs Percentage Increase

Source: Goldman Sachs

This comes in conjunction with a recent note sent to clients by Goldman Sachs saying that the bank expects the US-China trade war won’t be resolved before the 2020 presidential election.  They also said they believed that the economic slowdown will continue and that a recession is likely. Investors have already seen the stock market take a tumble as a result of geopolitical instability, and the U.S. has accused China of manipulating the value of the yuan to damage the profitability of American exports.

These economic conditions have caused analysts to speculate that the recent run-up in cryptocurrency and gold prices has in part been caused by Chinese investors wanting to protect their assets against a devaluing yuan.  This would mean that Bitcoin and gold prices would benefit even further from the continuation of the trade war and a subsequent recession.

BITCOIN DOMINANCE CONTINUES

Bitcoin’s dominance was down slightly this week, to 66% in total.  BTC saw significant growth in activity on futures markets, and many feel that we are currently in a bottom.  Several major analysts see a Falling Wedge pattern on the charts though, indicating that the Bitcoin price has a 70 percent chance of a bullish breakout

China’s digital currency is ready after five years of R&D.  An official from the People’s Bank of China (PBOC) recently stated that the CBDC (Central Bank Digital Currency) prototype exists and that the PBOC’s Digital Money Research Group has already adopted the blockchain architecture for the currency.  China’s CBDC won’t rely purely on the blockchain however, as they want a solution that has sufficient throughput required for retail use.

Mastercard recently added three job openings to their website pertaining to blockchain product management.  According to the job description, they are developing a blockchain wallet solution that will likely be a rival to Facebook’s upcoming wallet Calibra.

GOLD PRICE NOW TARGETING $1,550 LEVEL

After overnight buying took gold to $1,470 an ounce, the precious metal is now targeting the $1,500 level.  According to the MKS PAMP Group, an investment firm, “Early European bids underpinned the metal to a USD $1,470 high, with consolidation above USD $1,500 the key to a further extension of the recent move higher. Gold will now look to target resistance toward USD $1,480-$1,500, while USD $1,520 looms as a pivot for near-term pricing.”

Goldman Sachs also sees gold’s rally as far from over, with analysts saying that ““Gold prices have increased further as a weaker CNY sparked substantial U.S. and global growth fears. With growth worries likely to persist, gold could rise further, driven by an increased ETF allocation from portfolio managers, who continue to under-own gold.”

With no trade deal expected before the 2020 presidential election, investors will see higher gold prices due to increased global growth fears, added Goldman.  Gold’s ETF demand is also on a strong upward trend, with the bank upping its 2019 forecast from 300 to 600 tonnes.

Now is the time to take advantage of the rising price of gold and protect yourself from stock market volatility.  Indicators are showing that these bullish trends will continue in the gold markets, giving you an excellent opportunity for immediate growth and providing protection for your assets against future economic downturns.  Don’t miss out on this opportunity. Act now and reap the benefits of crypto investments.

Future of Financial Services Workforce

UntitledFinTech disruptors have been finding a way in by focusing on a particular innovative technology or process in everything from mobile payments to insurance. A forte of technologies “AI-ML-DL-NLP-CV” is fueling the FinTech innovations. The large financial services companies can’t be complacent as FinTechs have been attacking some of the most profitable elements of the value chain and as well as areas which were historically subsidized.

Let us refresh our memory on these AI technologies and their relevance to the financial services industry.

  • AI makes machines to learn from experience and perform human-like tasks – AI offers robotic & intelligent process automation (RPA/IPA) of financial processes
  • ML is a specific subset of AI that trains a machine on how to learn – ML is enabling algorithmic trading lead to better predictability and decisions around credit and consumer lending, thereby lowering risk to the bank or financial institution
  • DL is s a type of ML that trains a computer to perform human-like tasks, such as identifying images – leverage big data (customer demographics, consumption records, etc.) to parameterize a DL model that can simulate the likely response to new product/service configurations (e.g. new credit card with cash rewards, moderate interest, zero interest on balance transfers, etc.)
  • NLP is a branch of AI that helps computers understand, interpret and manipulate human language – NLP is shaping the future of banking with voice assistants and ubiquitous computing.
  • CV s a field of AI that trains computers to interpret and better understand the visual world –  CV is transforming financial services by using appealing visuals and new solutions for a new world where seeing is believing

These new-age FinTech developments are leading to a continuous transformation of the financial services workforce. The changing landscape and evolving financial services resource pyramid is presented in the diagram above. I would like to highlight a few trends reshaping the talent of financial services on this blog post.

  • AI automating business-as-usual activities of financial services: Robots and AI already started addressing key pressure points, reduce costs and mitigate risks. Building capabilities to target a specific combination of capabilities such as social and emotional intelligence, natural language processing, logical reasoning, identification of patterns and self-supervised learning, physical sensors, mobility, navigation and more are in swing. The goal is to look far beyond replacing the bank teller. There are whole categories of work that had not been seen as cost effective to automate. However, with lightweight software ‘bots’, workers are freed up to focus on higher value activities.
  • Changing patterns with Human vs Machines foray: Are financial services firms moving to re-shoring of work with talented machines? The answer seems to be, Yes. In the last two decades, many financial firms have ‘offshored’ repetitive tasks to lower-cost locations such as India, China, and Poland. However, relative costs for labor in those regions have started to rise. Combine this with improvements in robotics and AI capabilities and machines are becoming credible substitutes for many human workers. As the capabilities continue to improve and technology continues to drive down the cost of machines, these forces will combine to spur re-shoring, as more tasks can now be performed at a competitive cost on-shore. Even functions that seem dependent on human input, such as product design, fraud prevention, and underwriting, will be affected. At the same time, the need for software engineering talent will continue to expand
  • It is not just automation, Technology is picking high-end work: ML is enabling next-generation algorithmic trading systems are moving from descriptive and predictive to prescriptive analysis, improving their ability to anticipate and respond to emerging trends. And while algorithm trading programs were once limited to hedge funds and institutional investors, private investors can now get access to them too. AI soon automate a considerable amount of underwriting, especially in mature markets where data is readily available. Even in situations where AI does not completely replace an underwriter, greater automation would allow humans to concentrate on assessing and pricing risks in the less data-rich emerging markets. It would also free up underwriters to provide more risk management, product development advice and other higher value support for clients.
  • While building machines, the real focus is on accessing the necessary talent and skills to execute strategies and win markets: Financial services firms lack the internal knowledge and expertise need to implement a customer-centric approach. For example, a mainframe programmer who maintains a core banking platform may not have the skills or interests to learn to code AI applications. Many senior IT executives, non-IT staff-members, and even technical personnel do not have the skills needed to build and operate an effective digital channel offering. Financial institutions are starting to realize they will need talent with very different skills. This might mean finding more industrial engineers for robotics work, or retraining underwriters to do higher value work once AI is used to automate certain existing functions. But the issue runs deeper than developing a different competency model. First, firms to understand what is already working and what needs to be done differently. This might involve changes across the human capital strategy through revitalized recruitment, learning and development, partnering and cultural initiatives.
  • The contingent workforce is creating the talent-exchange mindset: financial firms need to address is the growing preference for flexibility and entrepreneurship among many in the labor force. In the United States, the US Chamber of Commerce has found that 27% of the labor force is currently self-employed, and some believe that this ‘contingent workforce’ could rise to 40% or more within several years. Practically, for this reason alone, financial institutions will need to adopt a ‘talent exchange’ mindset, leveraging part-time and/or self-employed individuals in a creative manner. This may range from bidding out specific tasks or work to expanding the use of seasonal or temporary workers. Of course, this will introduce challenges around culture and quality, and this will introduce new opportunities as well. For example, we might see employers using online platforms to manage confidentiality and legal risks in creative ways.

Artificial Intelligence capabilities impacting the financial industry and thereby attitudes toward work continue to change, some of the attributes that have benefitted institutions in the past such as big firm and stable employment are slowly losing their appeal. Refreshing financial firm’s approach to recruiting, learning and development, and culture may offer an effective way to address issues that FinTech has brought into the open market.

Welcome your ideas in further spotting future trends in financial services workforce.

 

Converting Commute to Constructive Time

Life ReimaginedHere is my first blog post on the theme “Life reimagined”. I am inclined to be futuristic on this post and going forward offers a right blend of the near-medium-long term trends in the future posts.

Work-life integration over work-life balance is a nice practice to nurture. But it is a mindset shift and demands the right human balance in the seamless transition back and forth between work and life. I am re-imagining the life with an innovative third space to maximize human outcomes creating more time with work-life integration. Talking about converting commute to constructive work time creating a third space while traveling in an autonomous vehicle (AV) to office from home. Isn’t it interesting?

Traditionally third places include cafes, parks, clubs, or even barber shops. But the growing popularity of ride-sharing and the advent of driverless technology bringing third space to the car. As the driver attention shifts from driving to being driven, we tend to use our time to work, play, consume content, and interact with one another.

This reminds me 2017 when Fiat Chrysler unveiled its Portal concept minivan, which the company billed as a “third space” designed to bridge work and home. The car supposedly will be loaded with a multitude of screens and creature comforts like selfie cameras and docking stations. Chrysler sees the Portal as “an open and serene atmosphere that provides an alternative environment between work and home.” But democratizing such ideas becomes tricky.

Imagine a workday of employees starting at 8 am as they enter the cabin of their AVs, they answer emails and work right through their commute until their AVs drops them off at the office; then after leaving at 4 pm, their AVs pick them up, and they continue working their last ‘office hour’ of the day during their commute home. HR managers can think creatively to collaborate in designing third spaces for their employees in AVs. Also, these types of future workplace reconfigurations will need to be studied carefully and administered fairly by every organization’s CHRO, with clear guidelines established around the expected productivity and use of such ‘commute work’ privilege. This could be a small initiative to start with, but a potential employee friendly move.

Can companies invest in enabling third space in autonomous cars with the right ROI on employee productivity? While we all talk about technology advancement and potential futurism, rightly blending with human connect is going to be the key for mainstream adaption!

Facebook Coin – A closer look

fbThis is the second initiative from Facebook after they tried to introduce Facebook Credits* (see below for the details) during 2011 and was not successful. This time it may translate into a success due to the following reasons. I am keeping the arguments on the centralization, stable coin and comparison with Bitcoin to a later post.

  1. Feasibility of massive adoption: Facebook, WhatsApp, and Telegram combined user base of over 2.7 billion. WhatsApp alone has more than 1 billion daily active users and crypto transfer can be a click of a button and trust is pre-established. Telegram biggest messaging applications in South Korea and Japan, Kakao & Line.
  2. Similar successful products in the market: Venmo has taken off in the United States by making it easier to send payments by phone. And in China, many consumers use the payment system that operates inside the hugely popular WeChat messaging system.
  3. Ease of opening a Facebook account compared to a bank account. Regulation and compliance is the next big puzzle to solve for Facebook.
  4. Coin backing with fiats making it more versatile: Unlike JPM Coin backed by USD alone, Facebook could guarantee the value of the coin by backing every coin with a set number of dollars, euros, and other national currencies held in Facebook bank accounts.
  5. Coin launch followed by Blockchain adoption making it a robust approach: As Facebook recently revealed their plans to integrate blockchain technology into Facebook Login and betting on blockchain technology by bringing data security aspects, it seems like the next level details on FC will be very interesting.

The big question facing Facebook is how much control it would retain over the digital coin. If Facebook is responsible for approving every transaction and keeping track of every user, it is not clear why it would need a blockchain system, rather than a traditional, centralized system like PayPal. Let us follow another interesting development.


* Facebook Credits was a virtual currency that enabled people to purchase items in games and non-gaming applications on the Facebook Platform. One USD was the equivalent of 10 Facebook Credits. Facebook Credits were available in 15 currencies including U.S. dollars, Pound, Euros, and Danish Kroner.  It was expected that Facebook would eventually expand Credits into a micropayments system open to any Facebook application, whether a game or a media company application. While the Facebook Credits website is still active, Facebook has announced that it is doing away with Facebook Credits in favor of local currency

AI in Operations (“AIOps”)

AIOps

Recently I was searching for verbatim “AIOps” on Google and got 624K results. Without many surprises noticed that there have been over 100 times rise in search trends since July 2017. That signifies the momentum for AI led Operations.

As my curiosity on AIOps increased, I looked at market opportunity for AIOps. From MARKETSandMARKETS analyst data, the global AIOps platform market size is expected to grow from USD 2.55 billion in 2018 to USD 11.02 billion by 2023, at a Compound Annual Growth Rate (CAGR) of 34.0% during the forecast period (2018–2023).

In this blog post, I am attempting to capture some highlights gathered from my learning curve over a past year or so. Refer to the schematic above that provides a high-level “AIOps Framework”. The following are key elements of the framework.

“AIOps” Verbatim Defined: Simply stating AIOps stands for Artificial Intelligence for IT Operations. Extending AIOps to business operations is inevitable in near future. Adding further, AIOps automates various aspects of IT and utilizes the power of artificial intelligence to create self-learning programs that help revolutionize IT services

AIOps Context: There is a significant opportunity to leverage AI for analyzing enormous data being created by IT and business operations tools, to increase the efficiency of operations, speed up services delivery and ultimately create superior user experiences. The resulting power of AIOps is enabling the progress from siloed to integrated operations backed by intelligent insights.

Signals: In today’s business and IT operations environment, the user is adapting multiple channels of communication for ease and enriched experience. So the backend operations teams as well should expand their ability to sense, analyze and respond to such structured, unstructured and semi-structured data signals. With this in mind, the AIOps platforms are being developed with built-in capabilities to receive and response signals that can encompass any events, alerts, service requests, IoT sensor data, Email, Video, Text, Voice support, UX, Social channels and many other forms.

Interfaces: The way enterprise operations backbone interfacing with signals and external queries also is shaping up in this transformation.

  • The first layer is Machine-First: Giving software/machine/bot the first act on sensing and responding to operations requisitions not only improves the automation of repetitive tasks but also augments cognitive intelligence in complementing human intelligence.
  • Human-Next Touchpoints: Human-next layers take up the operations requisitions that are not solvable by machines. These are the requests which involve human interventions.
  • Ensuring Reliability of Services: Alongside the above two layers, taking an engineering approach to services reliability for constant monitoring, triaging and incorporating insights from advanced analytics of enterprise data brings the culture of continuous improvements and stability to operations.

AIOps Platform: The entire AIOps ecosystem is based on the underlying Platform and Enterprise Core that ties all the components together. As Gartner defined, “Artificial Intelligence for IT operations (AIOps) platforms are software systems that combine big data and AI or machine learning  functionality to enhance and partially replace a broad range of IT operations processes and tasks, including availability and performance monitoring, event correlation and analysis, IT service management, and automation.”

As businesses are increasingly software-driven, operations downtime is becoming more costly and slow is the new down. This is leading businesses to proactively manage and improve experiences of services, applications, cloud, and networks. Along with this business 4.0 is digitally shifting the businesses offering the technologies that increase the volume, velocity, and variety of data. As traditional systems and manual efforts are facing challenges in correlating and analyzing the data or alerts, AIOps is stepping up to augment the enterprise intelligence in operations.

To conclude, the future is bright for IT and business operations with AIOps. The increasing shift of organizations core business toward the cloud, raising investments in the AIOps technology ecosystems, exponentially growing data volumes and increasing end-to-end business application assurance and uptime are driving the growth of AIOps market demand.

 

 

Marching Ahead to 2019

2019

Here is my take on the next 3 big trends to watch out as we march ahead into 2019.

1) Automation crossing over inflection point: Point I am making is progressing beyond task automation. For example, when we call a Bank, it really doesn’t matter whether a bot or a human reply from creating the net new value and better customer experience point of view. In fact, speaking to human can avoid following initial mundane activities alongside a BOT. Having a BOT may save cost and make operations efficient for a Bank, but what’s in it for the customer? Secondly, Automation has to elevate to be more intelligent and process-centric than taskmasters. That is what the inflection point for automation progressing to “creating value for consumers”.

2) “Shared to Distributed” economy/business models as a path forward: Over the past years Uber, Airbnb, Google and increasingly proliferated shared economy models are been successful use cases that rely on the contributions of users/external resources as a means to generate value within their own platforms. Unlike the Automation, here consumers get direct value from the shared economy models and better experience. But the shared economy model is still centralized and hence prevails risks limiting full potential. The shift is going to be towards a new model of decentralized organizations that are aggregating the resources of multiple people to provide a service to a very active group of consumers. This shift marks the advent of a new generation of “dematerialized” organizations that do not require physical offices, assets, or even employees.

3) The confluence of Digital technologies fuelling the next-level adaption/growth: We make a progress beyond adapting one or two digital forces towards the convergence of the ecosystem of digital technologies that drives the collective benefit of businesses, consumers and all stakeholders.

CPG Blockchains

scmCPG Supply Chains are undergoing an unprecedented change looking out for new ways of improvement. I am focusing on this blog on how net-new technologies including  Blockchain is transforming the CPG supply chains.  Evaluating few real-life examples in CPG space triggering a discussion on Blockchain relevance in CPGs.

CPG sectors that benefit from Blockchain are widespread. Fashion products, which is one of the prime CPG sectors ripe for Blockchain adaption where supply chain provenance plays a significant role. The other product classes include garment or makeup products, fine wine, art, luxury items or for that matter diamonds that can benefit from Blockchain adaption. I have been evaluating on how CPG companies can promote an “ethical fashion” or “ethical products” with Blockchain based applications. Let us dive into details.

Blockchain relevance to CPGs:

Focus areas chosen are supply chain provenance, transparency, counterfeiting, and sustainability. The enterprise-wide Blockchain platform could help to increase business velocity, create new revenue streams, and reduce cost and risk by securely extending the supply chain to drive tamper-resistant transactions on a trusted business network.

Provenance & Transparency: Do you agree that the relationship between CPG supply chains Transparency (access to information) is not always linear & straightforward with Traceability (provenance)? Let us look into how to build a Blockchain based solution for CPG supply chain provenance.

Blockchain could help in improving the transparency of the fashion supply chains, promoting sustainability and addressing fashion companies’ lack of ethical supply chains that are contributing to >10% global emissions, and as well in combating to counterfeiting.

Blockchain can play a role in transparency in transforming fashion supply chains through technologies such as track and trace and inventory management. With Blockchain, it is possible to create physical – digital link between goods and their digital identifiers. Cryptographic seal or serial number can be used as a physical identifier linking back to the product’s digital-twin. An example to quote is “Better Kinds”, with a focus on decentralized manufacturing allowing everyone to know where your clothes come from.

Counterfeiting: Blockchain solution as well helps fashion CPGs in combating counterfeiting by recording on blockchain every time goods change-in hands. The chain of custody on blockchain provides a record of the last party to gain custody of the product, showing where the counterfeit product slipped in, or an authentic product got diverted. Read my blog post, Combating Counterfeiting With Blockchain Technology

Sustainability:  The promising outcomes of Blockchain in this space include, sustainability gains in the form of reduced environmental impact and better assurance of human rights and fair work practices. Having a clear record of product history helps product buyers to be confident that goods being purchased are coming only from sources that have been recognized as being ethically sound. More accurately tracking substandard products and identifying their occurrence further upstream in supply chains will help reduce the scope of rework and recalls, providing considerable greenhouse gas reductions and other resource savings. the ultimate goal of Blockchain will be improved supply chain optimization gaining access to a more complete longitudinal supply chain datasets eliminating redundancies and bottlenecks, and ultimately, decreases in resource consumption.

Blockchain implementation process for CPG Blockchains:

Blockchain solutions could help fashion CPGs in their brand positioning as environment-friendly and tech-savvy. Existing technologies like ERPs, Enterprise Data Warehouse, Integration Technologies, and existing e-commerce website can enable provenance, but with practical limitations.  That is where new technologies including Mobile App Development, Public/Private Blockchain Platform, Crypto-Fiat payment gateways & wallets, Digital-Twins, Artificial Intelligence and Advanced Analytics, IoT Sensors, Robots & New Handheld device Hardware etc.

Blockchain implementation for CPGs is an art. The new technology adaption process includes building a public or private blockchain network bringing connecting all key stakeholders using a DLT. Create a token that promotes the use of such application and potentially incentivize the users and suppliers. Create wallets to store tokens and collect incentives. Integrate with payment gateways and exchanges. This forms the Blockchain Core. Then build business and application logic with workflows that support the provenance functionality. Integrate the Blockchain core with back-end transaction systems and ensure seamless flow of information ensuring the data integrity and privacy. It may be a good idea to consider a second layer solution for improved transaction rates and at the same time confining certain confidential information, in this case, supplier data to open access to all competitors via a blockchain. Developing a mobile app and lastly, integrating UI, Application (Blockchain Core) and back-end systems. A brief description of 3 layers of foundational architecture is provided below.

  • User Interface: Customer experience plays a significant role in provenance applications. Should have access to a friendly UX that should support consumers to be able to walk into their favorite retailers, use phones and scan the tag on a garment or makeup product to be able to pull up full supply chain information.
  • Application Logic: Build business and application logic with workflows that support the provenance functionality. This is the core platforms that developed and rolls out provenance application.
  • Data and Back-end Transactions: Brands should get a better handle on what’s really happening in their production processes and chosen technology should relieve a logistical headache by streamlining the record-keeping and verification processes. Second, it requires brands to voluntarily invite their suppliers (who will need to in turn invite their own suppliers, and so on down the chain), to adopt the technology.

How to calculate ROI for CPGBlockchains?

Setting up a Blockchain based application for CPG supply chain provenance involve a capital investment for infrastructure and development costs and ongoing maintenance costs. ROI is a derivative of whether such application attracts more consumers demand and/or willingness of consumers pay additional fees for access to truth and sustainability and/or reduced costs of the current supply chain with streamlined operations. Hence ROI should be computed as “[ Increased revenues from consumer demands & adaption + Premium fees consumer willing to pay + Reduced costs of supply chain operations – Total Investments & Costs (CapEx+OpEx)]

The real ROI of Blockchains come from handling the volume of CPG products and transactions having a second layer solutions to offload/ off-chain transaction volumes from core Blockchain. Estimating components is a challenge in computing Blockchain ROI. But there exists an opportunity to estimate parameters with a degree of accuracy. Such parameters include,

  • Improving the efficiencies of running workloads. Smart contract automation can save significant time in real life transactions avoiding manual interventions
  • Cost reduction is a great value in horizontally integrated supply chains. Blockchain can easily create a global view without expensive third parties
  • Increased trust among key stakeholders that would improve supply chain performance
  • CPG/Retail plastic/waste management can be incentivized leading to a better sustainability

Let us examine use cases:

The following two case studies offer a great insight into how Blockchains can enable provenance. From these examples, taking a value chain based approach for identifying incremental benefits along various supply chains components could fairly offer potential ROI perspective from Blockchain adaption.

  1. Examining the Everledger based blockchain application for traceability of diamonds. The key challenge of the diamond industry is certification of the ethical origin of the diamond. Noticed that Everledger has been trying to create a database of diamonds registering on the blockchain to certify the final cut diamond was ethically-sourced from “conflict-free” regions. Such examples can be used to create an anti-counterfeit database for other valuable goods such as fine wine and art.
  2. Moving on to another example, Blockchain enabled traceability application for yellowfin and skipjack tuna fish. The Etherium based platform trying to track the entire supply chain from fishermen to distributors. End users could track the source of their tuna fish sandwiches via a smartphone. This platform would enable determination of information about the producers, suppliers, and procedures undergone by the end product. allow confirmation of a given fish’s origin tracking the supply chain. Such a solution would present a viable model for product certification to an end consumer.

In Summary…

The complex blockchain solutions will provide an unprecedented level of transparency and traceability, to build the highest level of trust in the sustainability of the CPG supply chains. The CPG products are able to be traced on the blockchain through their unique tracking code with the information collected from linking all information sources within the global supply chain covering from the source through the production process up to the final point of sale as described in the case examples above.

Working as a single source of truth, Blockchain can change the way business transactions take place. From a supply chain perspective, such visibility will help ensure efficient transactions, while promoting safety, efficient recalls, the elimination of counterfeits, and the assurance of ethical trading.

I continue to research further on Blockchain relevance to CPG supply chains. While the core principles of Blockchain are being established, the companies adopting the new technology progressively evolve alongside. ABC (AI+Blockchain+Crtptocurrencies) continues to significantly alter Retail / CPG business models.

Reach out to me for further discussions @ kishor.akshinthala@gmail.com.