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Improve your product management, promotional planning, minimise unnecessary build-ups of inventory and better predict revenue by:

• Hearing first hand some of the lessons learnt from various S&OP implementations across different organisations
• The use of Key Performance Indicators (KPIs) from the outset and their use to impact behaviours and identify areas of improvement
• Have an attitude of longevity – continuously improve the S&OP process to suit the changing needs of the company

• Understand the true profitability of products, customers and routes to market
• Benchmark the real cost of business activities
• Use simulation to identify alternatives on service mix operational changes that add more value for Unilever and for our customers
• Support fact-based decisions about how we service each customer, channel and category more effectively via a real case study

• Exploring the place of Ghent in the Hamburg–Le Havre Range
• Strategic plan: Moving from an industrial port to a distribution and logistical platform
• Delivering added value to a company's Supply Chain is key
• Case studies: Showcasing the best practices of successful companies in Ghent
• Preparing for the future by investing in multimodal infrastructure

Demand responsiveness is a critical driver for an efficient supply chain - driven by transparency, visibility, collaboration and integration. 

• Improving your customer responsiveness
• Enabling and syncing the demand game, manufacturing and the supply game
• Understanding pragmatic steps which achieve better forecasting accuracy and why it matters
• Ensuring the high investments already made in people, process and systems actually work for you

Live Demo on Tommy Hilfiger data

• Understanding how light speed process analytics across the entire supply chain gives you full transparency which leads to superior operational excellence
• Learning how Every Angle automatises bottleneck analysis in SAP ERP as well as automatically detecting its root causes and predicting the impact. Every Angle enables you to create action lists and take preventive measures
• Mapping demand and supply on operational levels across more than 20 million sales orders and hundreds of thousands PO items allows Tommy Hilfiger to improve divergent KPIs such as lowering transportation costs while increasing customer service levels
• Self service BI to enable the business to create their own reports without the support of IT

Using an integrative improvement approach to evolve Supply Chains and create Demand Driven Value Networks (DDVN)

In this interactive session, Carl will discuss:

• How delivering Supply Chain Excellence through integrative improvement requires a structured approach
• How systemically working toward becoming a learning, demand-driven, aligned value chain delivers results
• Procter & Gamble’s work in leveraging their Integrated Work System to deliver $1bn per year in cash to the bottom line
• A model which focuses on how to embed a culture of improvement in the extended supply chain, and how this creates Supply Chain excellence

Exclusively to Supply Chain 2013, Carl will also focus on results from the Global Integrative Improvement Survey - a unique and growing study of Continuous Improvement initiatives within leading manufacturers. SCL delegates will find out how to participate in this survey and obtain a bespoke feedback session which details areas for maintenance and improvement. To find out more, click here.

The ability to respond to changing market conditions is the key to business success. This interactive Integrated Business Planning and S&OP Workshop will help you understand how to stay ahead of your competition.

• Understand how to manage the “gap” between the current plan and the annual operating plan
• Analyse and view data through multiple lenses and to cope with a regional/global matrix process
• Administer the S&OP process itself using workflow exceptions and audit trails
• Identify performance gaps early to ensure optimal profitability
• Learn how appropriate aggregation underpins the process of timely decision making
• Understand the importance of enabling accountability through transparent impact analysis and providing a “corporate memory”
• Support adoption through familiarity and ease of use 

RESERVED

Continued as above

Cover all supplier management activities, starting with the sourcing and extending to include the transaction and the optimisation of supply

Ensuring you have a globally integrated supply chain network

In this session, delegates will learn how Lean supply chain planning can contribute to significant improvements in service levels, a reduction in inventory levels and a more efficient production floor by exploring:

• A Lean way of planning by means of the Volume Variability Analysis
• No longer relying on bad forecast accuracy figures
• Multi-echelon planning and simulation capabilities
• End-to-End inventory visibility
• A huge reduction of nervosity within the planning area
• Increased stability on the production floor
• Enhanced Supply Chain collaboration facilities

Learn how Mondelez International is:

• Leveraging S&OP to effect a change in business culture
• Driving new Business behaviours through S&OP
• Using S&OP to drive improved decision making across a multi-national, multi-category organisation

• Learm how the consumer electronics/telecom industry has similar characteristics to fashion - Fast changing trends and high variability
• Understand why the supply chain management function is and will be an integral part of strategy execution and control; customers are currently and will be investing a lot in development of planning and collaboration systems
• The impact of changes in decision making from the customer's end - From local to global
• Aligning to changes in customer demand - From feature phone to smart devices

In this research commentary, Dr. Blome from the GSK Sourcing Chair, will share the findings and practical outcomes of their extensive study undertaken with 150 companies from cross industry verticals. The purpose of the study was to identify and understand the role sourcing and procurement has on improving supply chain agility and adaptability whilst focusing on innovative practices rather than a traditional risk driven approach.     

• What are volatile markets?
• Is a better forecast process the solution to face rapid change?
• What are flexible supply chains?
• How do FMCG companies deal with this challenge? 
• Lessons learnt in the food and fashion industries

Optimisation of your supply chain is essential to successfully meet the needs of customers, efficiently and cost-effectively. Varying demand for product, service levels and routes to market can be better served through market segmentation and a corresponding realignment of the supply chain. Collaboration through mutual capability and integrated strengths lends itself to continuous improvement in supply chain efficiency. This workshop discusses how to design and optimise your supply chain structure to bring greater integration up and down the supply chain.

• Challenges, pitfalls, opportunities and benefits: Learn how leading supply chain value creator Neovia is using its Caterpillar heritage and lean tool box, the Neovia Operating System, to deliver state of the art distribution networks for service parts
• Capitalise on a practitioner's real life experience of successful implementations that truly deliver value to it's customers and provides them with a competitive edge in their sector

• Top five tips for building a world class logistics setup in Russia
• Regional coverage - how to boost retail supply chain
• Reflecting the unlimited business potential of eCommerce
• Lean methodology in managing efficient supply chain

• Learn how supply chain leaders optimise both the planning and execution of their supply chains
• Discover how you can stay in control with your advanced planning and scheduling system
• See the benefits of integrating advanced optimisation tools with your SAP environment
• Amaze yourself when hearing the results of real case studies and imagine what if…

• Growth in emerging markets are continually changing - Learn how Oriflame is bucking the trend riding on new market success
• How is Oriflame driving innovation in these local markets and how can other FMCG companies adopt flexibility in market penetration with lower costs similar to direct-selling companies?
• Managing the emerging market challenges with supply chain performance objectives  - How to continually meet World Class Service

In this session, Gerard will share how he has applied the learning’s from implementing and running Sales & Operations Planning / Integrated Business Planning at both Castrol as well as at H.J. Heinz into DE Master Blenders 1753. Gerard uses influences from both companies with regard to the design, implementation and operation of S&OP and IBP. The presentation will be full of different examples and reasons behind the three companies mentioned, particularly in emerging as well as developed markets. The session will explore:

• How S&OP/IBP differs in implementation and operation between emerging markets and developed markets
• Understand where and how short term weekly demand and supply balancing (including demand sensing) will make a difference in comparison with mid and long term monthly Integrated Business Planning
• Hear first-hand what the end state of Integrated Business Planning will look like for DE Master Blenders, what the current status is and the design considerations they are facing and how this is being rolled out on a local as well as global basis 

• Review the global trends and logistical needs across different industries within Europe
• To what extent does a greener and more sustainable logistics operation play a crucial role within these industries? And does it vary?
• How is each industry developing innovations and process improvement to drive down cost?
• What are the different logistical requirements of each sector to respond to these trends?

Information Sharing contributes to Supply Chain Performance. However, firms often struggle to achieve the required level of information sharing within their supply chains despite the recognised benefits of sharing information, and the availability of technological solutions such as inter-organisational information systems.

About 90% of firms limit information sharing to a transactional level and may opt towards realising a competitive advantage within the supply chain relationship. Widely varying supply chain strategies in terms of information sharing reflect the importance of strategic information as it enhances firms to control and influence terms and conditions in their own favour. According to previous research, factors such as trust, learning, bargaining power, contracts or information management capabilities influence information sharing.

Therefore, we have developed a two-dimensional framework to explain how various factors influence information sharing. In some initial case studies, we found dependencies of factors on information sharing. Based on these dependencies, we can propose some behaviours towards mutual information sharing strategies in supply chains. 

Telefonica have been on a transformational change journey which for Supply Chain has extended beyond the boundaries of the traditional supply chain function to an enterprise-wide implementation. The programme has focused on changing the silo mentalities within each country‘s operations to emphasising and building on the positive impacts that a value-add approach can deliver to overall business performance. The programme has also addressed change management at a global level through the initiation of consolidation, standardisation and best practice initiatives.

• Understanding the challenges of the Russian logistics market - weak infrastructure, vast areas, strict administrative barriers
• An overview of how STS Logistics addresses and overcomes these issues – approach, technologies, solutions
• Collaborating with Nike: demonstrating how an international company can successfully set up its logistics processes in the local market using an external provider
• Nike’s story: Why they decided to start up and develop the business in the Russian market
• Gaining an insight into Nike’s future plans in Russia
• Challenges and learning of the work in Russia for international companies

• Merging financial planning with supply chain management
• Assessing risk and opportunity via scenario planning
• Understanding and implementing fact-based decision making
• Utilising technology to make better decisions

• Increasing operational productivity
• Securing customer confidence by improving supply chain visibility
• Assuring operational transparency with real-time data management

Sustainability has been a part of the Henkel DNA for decades. During this session, Felix will share the company’s journey to sustainable excellence based on their six strategic pillars in particular focussing on production and logistics.

• Learn how to best identify and measure the sustainability initiatives you are implementing right across your value chain
• Understand the challenge and success of developing and deploying sustainable initiatives locally and worldwide
• Engage your employees to help drive these initiatives to fruition

In this session, Danone will be speaking about their Trade Promotion Forecasting system (internally called Disc’over). This project covered a wide range of fresh products characterised by dynamic demand, short shelf life and the need for accurate demand forecasting. In this session:

• Learn how Danone successfully integrated their planning and execution between four functional departments: sales, demand forecasting, account planning and finance
• Understand how the project improved demand visibility, forecast quality and level of forecast detail, all critical to driving account-level supply chain planning and a cornerstone to the trade promotion planning process.
• Benefit from hearing how Danone allowed thousands of promotions per year to be analysed at a detailed channel level in a highly automated fashion
• Hear first hand the results from the project:  A 20% reduction in forecast error, a 30% reduction in lost sales and a 30% reduction in product obsolescence 

Diageo’s Supply Chain is the critical connection between their customers, sales, marketing and the global supply of Diageo’s brands. In response to Diageo’s priority to become ever closer to their customers and their consumers, their Global Supply Chain’s operating model is structured to enhance their presence and build their capacity in high growth markets. In this session, Ivanka Janssen will discuss how the world’s leading drinks manufacturer uses segmentation to tailor its European Supply Chain strategy to its customers and its extensive portfolio of premium brands, while also maximising both customer service and profitability.

Over the last 8 years, Vodafone has transformed its supply chain function from being fragmented and decentralised to a completely centralised global supply chain unit operating across its entire footprint with a main focus of striving towards operational excellence.

A critical part of this transformation and the focus on operational excellence is to effectively leverage global shared services for the supply chain function. This includes everything from supporting pure transactional activities, rolling out systems and tools, supporting various standardised global processes, providing extended procurement support and finding newer ways of value creation.

In his session, Karsten will talk about this transformation journey at Vodafone and how shared services have played a critical role to drive enterprise wide operational efficiencies and a way forward to create broader value especially in challenging macro-economic climates globally.

In 2011 Cargill completed its acquisition of Provimi to create a global leader in animal nutrition. A major project for the company has been integrating both supply chains by focusing on various systems, KPIs and integrating different parts of the business. The ultimate aim is to bring together the talents and expertise of these two companies to create a global leader in animal nutrition. In this session, Jaro Caban will explore the various strategies which have enabled the company to have a broader market reach and improve the delivery of innovative solutions to its customers.

In this session delegates will gain a better understanding of fundamental supply chain questions which all Supply Chain and Operations Directors need to know. Explore:

• What does it cost to serve the customer?
• How much inventory is enough?
• How should we plan and organise how demand hits operations?
• How do we know how much capacity we have, when capacity is in fact elastic
• Do we have an informed theory of conversion costs?
• Which plants are the most efficient producers?

Do you have the right people in the right jobs? Are you building the right capabilities for future ways of working? Learn how Crimson & Co have successfully used the scprime® People Capabilities framework with Accolade Wines to:  

• Identify the technical skills and knowledge required within their supply chain organisation
• Identify the best alignment of people to roles
• Develop bespoke training 

All of which has helped them to implement and sustain a new operating model quickly with minimal disruption. 

Like many industries, the Healthcare Devices industry has witnessed a massive shift towards software content and software products.  Siemens now offers a growing portfolio of software products to its core market, of Imaging Devices.  The company has embarked on a journey to apply its competence in Supply Chain and Manufacturing efficiency from traditional 'hardware' products to its software business.  However, customers expect the same levels of flexibility, speed, price competitiveness and quality from the software supply chain as they do from the more traditional device supply chain.

Michel Atallah, VP of Supply Chain Management for the software division of Siemens Healthcare, will share the inner workings of implementing and integrating their IT products within their customer's environment by delivering excellence downstream whilst still achieving traditional SCM goals such as, transparency, lean, speed and visibility to increase customer satisfaction.

The session will also look to answer some of the following questions:

• Can you simply apply the same concepts to the software and expect the same levels of success and customer satisfaction?
• Which are the critical success factors that enable excellence in the software supply chain?
• What does the Supply Chain Manager need to adapt from the well-proven methodologies of the traditional sector?

• Learn how Nampak Flexible engaged the world leaders in supply chain benchmarking. This identified a number of key focus areas where action plans were developed to deliver critical performance objectives
• Hear the results from these initiatives, in particular how Nampak Flexible has doubled productivity and improved efficiency, with lead-times at a third of their previous levels

The future competitiveness of the European industry depends on its ability to build-up new competitive strengths in its supply chains. To achieve this, one proposed solution is the creation of strategic supply chain collaborations through innovative clusters. Clusters function as a source for cooperation and open innovation to turn innovative ideas into new services, innovative strategies and business models that subsequently create economic growth for the cluster companies. Open innovation plays an important role to improve the supply chains. In open innovation the incentive for companies to collaborate lies in the possibility to maximise the joint value for each partner, which could not have been realised outside the constellation of the collaboration partnership.

The session will, in particular, address the following issues:

• Do clusters offer an ideal scenario for creating more and stronger links between companies that could lead to more a critical mass, new combinations of knowledge and more knowledge valorisation?
• Can a cluster help increase the supply chain performance of its member companies through collaboration and knowledge exchange?
• What actions are needed from cluster institutions to facilitate innovation in the business entities?
• What obstacles do the companies find to implement new innovative ideas that will keep their company and supply chain competitive?

• Define a process for listening to your customers and turning that into an improved supply chain
• Balance trade-offs and overcome the challenges between a classical view of the supply chain and customer needs
• Benefit from hearing first hand, Intel’s key achievements to date: Understand the customer better; establish executive engagement across the business; realigning the customer and sales focus; build a much more collaborative approach
• Drive not only your business but also the customers’ business by understanding how they measure you
• Review the way you look at your customer indicators

This session will cover the various implementation strategies including two different approaches – both with their pros and cons and both were challenging:

1. Top-down: Involving top management before starting out and cascade forecasts and process down from central to local business units
2. Bottom-up: Build the process one business unit at a time, prove the value to top management and then consolidate centrally

Also covered in the session:

• Business case development – What is needed and how do you do it?
• Assessment of current state – How to assess current processes, mind-set and tools and how to use the assessment to build your roll out plan?
• Toolbox – How to get started: What fundamentals are needed?
• S&OP Sales cockpit – What items to include making it operational?
• What are the key learning's from Rockwool Group’s S&OP journey that can help your business to deliver a successful S&OP process?

• Leveraging the cost differences of low cost manufacturing – business contracts, fuel prices
• Refocusing the business and determining if we should bring the supply chain back to Europe
• Driving a highly interconnected value chain by exploring emerging markets – Turkey, Russia, Ukraine, UAE
• Positioning investment in local manufacturers as a key driver to growth in emerging markets