Supply Chain is now represented at Executive Board level in the Business Units of over 50% of Value Chain organisations across all sectors worldwide.
There are key challenges in integrating Supply Chain Strategy with Business strategy, and in the successful implementation of strategic change, with research showing that companies face only a 50:50 chance of success.
There are clear key factors that impact on successful SC strategic change and these need to be taken up in the Board Rooms of those businesses that want to succeed in leveraging SC for business advantage in a competitive market place.
This session will explore the barriers and enablers of successful strategic change, including the involvement and ownership of board functions and country business units for change programmes, and the key drivers of business performance at individual and corporate levels.
Participants will take away a better understanding of the real business benefits and risks of moving towards world class SC excellence, with insight into the practical issues faced by businesses, together with an understanding of the practical action areas to be focussed on in developing and implementing strategic change in SC.
Spaces at this session are limited. If you would like to attend then please contact the Programme Director, Chris Chapman via email@example.com.
Paul KellyHead of Supply Chain Strategy & DevelopmentTelefonica, Europe
Professor Alan Waller OBEPresident Leaders in Supply Chain
Only the most profitable survive in today’s business climate.
While companies strive to boost sales, cut costs, and increase market share – no business model can withstand a lack of profit.
Understanding net profitability can be a challenge.
Many companies are drowning in data, unable to determine true end to end costs.
Organizations know they have unprofitable customers, SKUs, product lines, and channels, but it is complex to identify where the problems lies.
Increasingly, companies are looking for solutions that deliver the level of detail needed to pinpoint the problems and provide answers to how to improve net profits, and ultimately earnings per share.
Acorn Systems and Solving Efeso will introduce an innovative solution to End to End Cost to Serve.
A solution to help businesses to:
- Identify the activities and costs incurred to service customers; from the point of order through to the product being delivered and where possible, to the Customer’s shelf.
- Implement multi-criteria improvement plans to sustainably optimise the end to end chain, collaboratively reducing waste in lead-time, resources, inventory and equipment
“It’s an end-to-end visible cycle and a way to build a repeatable and scalable capability to manage cost to serve and improve profitability.”
A partnership between Acorn systems - the profitability and cost management software vendor and Solving Efeso that brings strategic, operations and change management capabilities in one integrated team.
Participants will take away an understanding how a robust profitability model can challenges long held beliefs about what business segments are successful, and which are not, together with an understanding how to implement multi-criteria improvement plans to sustainably optimise the end to end chain. In addition, the participant will learn how Acorn’s and Solving Efeso Partnership capabilities provide a flexible, scalable, and automated solution to generate granular cost to serve based net profit results across all relevant business dimensions.
Ettore PiccirilloDirector, Global Supply Chain CapabilitiesSolving Efeso
Theo RuiterVice PresidentAcorn International
When documents fail, production stalls. Without the right shipping documents, lorries don’t leave the warehouse. This session will give the audience an overview of how manufacturing, distribution, and logistics organisations can innovate, automate, and transform their critical and complex documents within their outbound logistics processes. Using real case examples, you will understand how:
- Efficiency and productivity gains can be achieved through automated and intelligent document bundling
- To simplify multi-country document processes and guarantee document compliance
- To ensure document delivery with accurate status feedback inside ERP and warehouse management applications
Leo KaltenhauserManager SAP Global AllianceLRS
effective supply chain strategies
Learn about Radisys’ journey to develop an effective S&OP process in an outsourced manufacturing environment. By linking demand with supply, capacity and constraints, Radisys is able to quickly respond to ever-changing customer demands while keeping previous commitments. Through profitable customer fulfillment, the company continues to create confidence in its customer commits.
In this session, you will learn about:
- What challenges and opportunities exist for developing an effective S&OP process
- How to bring your customers’ expectations into your S&OP process
- What the limitations of current S&OP practices are
- Considerations when developing an integrated approach to S&OP execution
- Benefits from a focused and profitable approach to customer order promising
Lisa Aleman Director, Sales & Operations PlanningRadisys
supply planning & optimisation
Logistics Control Towers have become the flavor of the month. Are they enough to provide manufacturers with the clarity needed to adjust to daily disruptions and customer needs?
- The globally connected enterprise is a reality
- There is often more inventory in motion than at rest
- Visibility – knowing the location of your inventory is an improvement
- Clarity – knowing what that means for your business is better, and being able to act on that information is even better
Trevor MilesVice President, Thought LeadershipKinaxis
world class logistics
Supporting your key success factors:
- Strong local knowledge and presence in all Russian regions
- Track record of building logistics setups for global enterprises in Russian markets
- Wide expertise in SCM and eFulfillment
- Industry knowhow: retail, automotive, FMCG, consumer electronics, fashion, pharmaceuticals
- Cost-value equation of quality including reliability and safety
- A reliable partner sharing your core values
Elena PechnikovaBusiness Development DirectorItella, Russia
Are you sure that your Customer Order Fulfillment Process is optimized for Profit?
Join JDA in a TWO PART workshop. We will review the concept of supply chain segmentation and engage in an interactive segmentation exercise.
In the first part of our workshop we will focus on
• Globalization and Segmented Supply Chain
• Differentiated Channel Behaviour
• Segmented Order promising
Profitability and Segmentation go hand in hand and profitable Order Fulfillment is being driven through Segmented Supply Chain Strategies. Leading companies segment their physical supply chain into several virtual supply chains so they can deliver differentiated values to their customers, while also increasing agility and maximizing profits.
The workshop continues after the lunch break, at 14.35.
Gabriel WernerSenior Solution ConsultantJDA Software
As organisations change focus from survival to growth, more and more companies are asking themselves if they are ready to meet the changing market conditions. How can you gain advantage from returning demand whilst increasing margins and improving profitability?
It all boils down to the health and readiness of your business and its core processes: supply chain, demand and product management. This workshop will establish how to get your business fit for the future. You will understand how to:
- Establish organisational readiness – can your organisation cope with more change?
- Benchmark your supply chain against your peers
- Improve customer service and retain economies of scale through demand segmentation
- Significantly reduce costs through supply chain collaboration
Les BrookesCEOOliver Wight EAME LLP
Paul ArcherPartner Oliver Wight EAME LLP
effective supply chain strategies
In a world that is constantly moving, every day we are pushed to live and work in a state of uncertainty about the future, we are asked to manage volatility, to defend ourselves from more aggressive competitors, to increase investments while access to credit is difficult to obtain. Stanley Black & Decker is facing this challenge through the implementation of the Stanley Fulfillment System (SFS). SFS is not just a tool, it is not just a theory, it is not just an expected result, rather it is a way of thinking and acting on everything we do.
- Understand SFS in action from a manufacturing plant point of view, mainly focusing on the “Sell 1 Replenish 1” program and on lean theories implemented across the entire supply chain, from customers of our customers to vendors of our vendors.
- Explore the Stanley Black & Decker the supply chain that has been created for a specific product family to respond to our customers’ needs in terms of goods availability (service level), quality and cost, considering at the same time, the company’s overall objective to improve working capital turns.
Emiliano OttavianiSupply Chain ManagerStanley Black & Decker
supply planning & optimisation
The ROCKWOOL Group has taken an important step forward in increasing product profitability and reducing assortment complexity in European markets. Under the “Einstein” project name ROCKWOOL has managed to simplify its assortment significantly and cut down the number of products while at the same time creating more clarity for customers.
The presentation highlights the complexity journey within ROCKWOOL International A/S. Further case stories from European subsidiaries will be presented
- How do you create the eye openers that makes your organization support the change?
- How do you get local Management Teams to reduce their product assortments by 30%?
- How do you ensure that the achievements are sustained after project completion?
Martin BergGroup Supply Chain Director, Group Production Rockwool International A/S
- Strategic design choices – flexibility as a model
- Finding insight in a sea of data and improving visibility and responsiveness
- Defining which collaborations are right for you and how to make the most out of them
Calum LewisOperations DirectorLego
British Gypsum re-energised its supply chain improvement journey in 2009; since then it has achieved the Class A Capable standard for both Integrated Business Planning and Business Planning and Control. This session will share some of the behavioural aspects, which had to be faced to enable this successful and sustained programme.
- Don’t underestimate the size of the change programme
- Engage the leadership (or don’t do it)
- Doing it right takes time
- It’s worth it – the benefits
Martin Laing IBM & Policy Deployment Process LeaderBritish Gypsum
The JDA Segmented Supply Chain workshop continues with the key trends that are emerging and reshaping manufacturing supply chain needs to support manufacturers go to market strategy, companies need a new set of innovations that can help them achieve their growth and financial objectives. Re-join us!
In the second part of our workshop we will focus on:
• Segmented Fulfillment Tactics
• Segmented Inventory Tactics
• Supply Chain Segmentation: the Big Picture
Is this applicable to your company?
• Does your CEO ask for improved profitability from your key accounts?
• Are you planning your next generation supply chain in order to improve customer experience, leverage emerging trends like Internet of things, all-channel commerce?
• Are you suffering from having to support multiple delivery models based on the same physical supply chain setup?
• Do your customers complain about long lead times?
• Are you suffering from having to make constant and ad-hoc trade-off decisions between orders from key accounts and B / C customers when supply is short?
If you are looking for answers to the above questions, do not miss the JDA workshop!
Gabriel WernerSenior Solution ConsultantJDA Software
Achieving supply chain excellence is a journey — one that involves more than simply software. With over 25 years of industry experience, Demand Solutions recognizes additional fundamentals are needed in the S&OP Process. Incorporating the Integrated Business Planning (IBP), sales and operation data can be available across your business environment, business plans can be enhanced with input from dozens of collaborators and involve multiple departments resulting in lower product pricing, additional features, exposure to new markets and more.
Demand Solutions is ready to offer you the combination of best practices, methodologies, solutions, and new technologies you need to squeeze more value from every stage of your supply chain.
In this workshop, we will focus on the value of embracing Integrated Business Planning (IBP). The following will be addressed.
1. The benefits of stimulating the current Supply Chain Planning processes
2. The step-by-step actions to advance your supply chain maturity
3. The importance of enhancing collaboration throughout your supply chain
4. The benefits you'll receive with IBP and what they mean for your business
Keith ThaulowEMEA DirectorDemand Solutions