10:30 - 17:00
The Biltmore Golf Course was designed in 1925 by Donald Ross, the pre-eminent golf designer of his era. The course, acknowledged as one of the finest resort layouts in the South, has always attracted dignitaries, movie stars and sport luminaries. Variety, strategy and naturalness are the most consistent traits in a Ross design. With its 2007 restoration by architect Brian Silva, the Biltmore Golf Course once again embodies these characteristics.
11:00 – 16:00
Experience the Spa at The Biltmore, perched on the 7th floor of the iconic resort, with spectacular views of the golf course, the Biltmore Spa is the ideal place to relax. Choose between either a massage or facial and take full advantage of the sauna, steam room and other spa facilities throughout the day.
07:45 - 08:00
Powerful forces of change including new digital demand technologies and shifting global demographics have added tremendous complexity to supply chains’ efforts to build and maintain customer loyalty. This event will explore how supply chain leaders are rethinking their operational strategies to maximise the impact that their decisions can have on earning sustainable profits from today’s king customer.
08:00 - 08:45
At Procter and Gamble, we recognise that we live and operate in a “VUCA” business environment: volatile, uncertain, complex and ambiguous. The traditional supply chain is sequential and manages the VUCA world by creating even bigger buckets of inventories and idle capacity and resources. Different from what our intuition could lead us to, synchronising the entire supply chain to the “pace” of the customer and shoppers is really the solution.
08:45 - 09:30
Without a fully cross-functional network, both externally and internally, quality of product and service can suffer. Therefore, a strong relationship with the external partnership base is necessary to deliver next-generation products to market and meet customer needs. During this keynote address, Tim will discuss how AT&T’s supplier relationships have brought the company more innovative products that have better served customers, in turn improving the company’s financial health.
09:30 - 10:15
Recent research shows that king customer is looking for much more than just low prices. Procurement professionals who beat up suppliers for one-dimensional victories on cost are leaving huge value on the table. This session will explore how an enlightened procurement strategy builds off powerful, but increasingly complex, customer demands to develop a value chain that does more than drive down costs.
10:15 - 10:45
10:45 - 11:30
The role of procurement today goes far beyond the traditional remit of transactional cost savings. Although financial effectiveness remains a key objective through increased engagement with suppliers, procurement has now become a critical facet of the journey towards agility and growth. This panel and interactive discussion will detail how far Symantec and Research In Motion are along their respective transformational journeys. They will invite attendees to share ideas on how a more centralised procurement process and a focus on cultural change can not only drive down costs but also ensure procurement’s role as innovation leader.
Ron Tarter, Senior Vice President, General Manager, Operations, Flextronics
Flextronics provides the expertise and muscle to manufacture and deliver products for hundreds of OEM brand owning companies worldwide. Increasingly American OEMs are finding the economics better when production is located in the United States, closer to customers and with lower transport and logistics costs. Mr. Tarter will describe how the equation is changing to favour “made in the USA” in many cases and how OEM’s can determine when and where this strategy makes business sense.
Heiner Murmann, President & Chief Executive Officer, DB Schenker
One of DB Schenker’s Key Global clients believes that by allowing their partners to play a strategic role in supply chain activities, they are able to maintain and grow their market share and enter into new markets with new products. Partner Segmentation is an engagement strategy that provided our customer the necessary framework to differentiate partners based on the tenets of Innovation and with a focus on identifying partners’ willingness to co-develop and co-invest in becoming part of the customers Partner Ecosystem – this is where the DB Schenker Innovation partnership in Logistics came to life. Discussion will be in coordination with DB Schenker’s Key Account partner.
11:35 - 12:20
Starbucks has thousands of stores worldwide and an iconic brand. For Starbucks, customer loyalty depends on a lot more than just delicious coffee. The complete customer experience includes premium in-store service, a tailored menu and a payment form which offers simplicity and convenience, as well as an emotional connection with customers who interact with the brand on several layers over many years. As former EVP for global supply chain operations, Peter will explain how the Starbucks supply chain had to re-align itself to facilitate a winning customer experience.
12:20 - 13:20
13:20 - 15:00
This peer-to-peer benchmarking forum enables attendees to engage in up to three pre-arranged and pre-selected 30-minute discussions with fellow participants.
15:05 – 15:50
Suppliers today assume a far more crucial role in product development as companies move away from transactional relationships to more strategic, long-term partnerships. This can involve sharing knowledge and expertise that manufacturers do not have themselves.
During this session, Marc will detail how Unilever has brought its key suppliers closer to the business structure in order to tap into their knowledge of consumer needs and deliver increasingly innovative products that fulfil distinct customer requirements across diverse global markets.
15:55 - 16:45
The executive huddles form small, private roundtable discussions focusing on the key topics associated with the event, enabling open exchange of experience and strategy amongst fellow industry peers at the same level of seniority. All dialogue remains strictly confidential, meaning you can speak freely and honestly, without any risk of citation or solicitation.
Commodities volatility remains prevalent, materials are scarce, product lifecycles are shorter and new geographical markets are bringing new complexities. On top of all this, customers are becoming even more demanding. Where do businesses go from here? What will make supply chains agile and flexible enough to remain responsive to customer needs in a hyper-challenging market? Join this huddle to share ideas with peers.
Product and process complexity only serve as a silent killer for some businesses, while others proactively embrace such a challenge as a means of differentiation. However, what does complexity actually mean and what are its key sources? And how can businesses separate intended complexity from unintended complexity as a means of more effectively delivering value to the customer? This huddle will consider such key questions.
Today’s mobile-enabled environment is revolutionising the ways in which companies interact with, and deliver products to, customers. An eCommerce-enabled future also places new emphasis on the specific roles of the workforce, with new techniques and methods requiring different attributes in servicing customers. But where will the key changes be most felt? This huddle will debate how companies will have to redesign the skills set of the workforce to meet this challenge.
An effective Sales & Operations Planning (S&OP) process requires successful management of process, systems and, importantly, people. While many companies can effectively integrate the technology and processes, troubles remain across change management. How do organisations create the right culture of leadership and execution that supports S&OP implementation? This huddle will discuss such issues.
To maintain customer loyalty, businesses need to provide a constant flow of new, innovative products that meet evolving customer needs. To achieve this, businesses are increasingly tapping into the expertise of the supply base to leverage their design capabilities and develop a win-win product. This huddle will invite participants to share ideas on how to best structure relations with suppliers in order to deliver products that consistently meet customer requirements.
Commodity prices continue to fluctuate along a skyward trend. The resulting increase in input prices is pressuring businesses either to absorb costs and take a hit on margins or push the burden onto customers – not the way to keep them happy. Is there anything that companies can practically do? Is there a way that companies across industries can collaborate to generate savings? This huddle will allow participants to debate any best known methods to manage price volatility.
First, it was a carbon and cost reduction exercise. Then, creating tangible value and a positive image for customers became the remit. Moving forward, much discussion revolves around material scarcity and effectively managing resources to deliver products that continue to meet customer requirements. This huddle will facilitate discussion on what today’s sustainable supply chain actually looks like, determining its remit, design and execution.
16:50 - 17:35
Ten years ago the internet was clumsy, cell phones were just for making calls and most supply chains were still struggling to get on to a decent ERP backbone. Now the digital revolution has taken over and customers at all levels are wielding massive new power. Recent field data from almost 1400 supply chain executives reveals where and how the discipline is changing to survive and thrive in this brave new world. This session will offer predictions for the future and recommendations to strategists looking to gain an edge.
17:35 - 17:45
18:30 - 22:30
08:25 – 08:30
08:30 - 09:15
When king customer is the US Department of Defense, cost pressure comes hand in hand with a zero-failure expectation in the field. Raytheon’s approach includes intense efforts to contain supplier spend, engineering collaboration to manage complexity and intelligent negotiation with buyers in the military on performance specifications. The customer may always be right, but where the product in question actually is rocket science, sometimes the supplier knows best.
09:20 - 10:05
These streamed sessions enable delegates to understand latest strategy and best practice within an intimate, dialogue-driven environment. The emphasis is on interaction, discussion and engagement between peers.
On January 1, 2013, AbbVie was founded as a new global biopharmaceutical company with a rich heritage. AbbVie represents a new biopharmaceutical company – Combining the expertise and stability of a long standing pharmaceutical company with the focus and innovative spirit of biotech. AbbVie was created by a spin-off from the global healthcare leader, Abbott Laboratories which was comprised of pharmaceutical, nutritional, diagnostic and device business segments with presence in more than 150 countries. Leading up to the AbbVie launch and throughout the coming year, AbbVie’s Supply Chain Leadership has planned and is executing initiatives to transform, enhance, and improve supply chain management. This session presents key aspects of AbbVie’s journey and concepts and approaches that apply to many organizations looking to transform supply chain management in an environment of growth or change and how they are working with CSC to address the change and capitalize on opportunities.
Stephanie Miles, Senior Vice President, Commercial Services, Amber Road
Over the past few years, supply chain visibility has become a popular phrase bandied about by software vendors, consultants and industry analysts. Related concepts that often accompany supply chain visibility are ‘trading partner networks,’ ‘control towers,’ and ‘supply chain resiliency.’ The truth is, supply chain visibility can mean many different things to different people. For some companies it is real-time visibility of items, orders and shipments as they traverse the globe, with the goal of quickly identifying issues and redirecting inventories to maximize customer service and revenue. For other companies it is a historical view of shipping lanes, trading partners and inventory levels, used to identify and remedy consistent bottlenecks and poorly performing partners in the global supply chain. This session will walk through use cases of several Fortune 500 companies that are using global supply chain visibility for a variety of purposes.
Jeff Elliott, Vice President, Sales, ModusLink
Traditional business process outsourcing has a poor track record of value creation. Efforts through programs such as vested outsourcing improve the clarity of objectives and alignment but outsourcing as a strategy in its own right is fundamentally flawed. It has the potential to re-enforce a silo approach to supply chain, to move existing problems, to hinder visibility, add complexity and create barriers between you and your customers.
Supply chain transformation starts with customer and business objective alignment. With this in mind you can provide an honest assessment of current supply chain design and performance versus a desired state. From there a data driven and cross functional approach can point to fact based transformative strategies that can be quantified and tested prior to making any changes. After years of driving functional improvements and excellence the opportunities most frequently lie in the interaction between functional supply chain disciplines. Collaboration will be required between those analyse and those that execute to push the parameters of what is possible in the real world through strategies including network optimization, postponement and packaging redesign.
It is only in this context of enabling or accelerating supply chain transformation that outsourcing provides real value.
10:10 - 10:45
These collaborative masterclasses enable smaller groups to interact and share ideas on the most important operational issues affecting day-to-day business performance.
Jon PershkeVice President, Global Supply Chain Strategy & Transformation, Lenovo
As companies seek to manage ever increasing complexity and demand volatility, planning and operations become critical to improving financial performance and effectiveness. During this interactive session, Jon Pershke will share Lenovo’s approach to global supply planning as a means of ensuring supply capacity, reducing cycle time and improving forecasting accuracy. He will then facilitate a group discussion, inviting attendees to share perspectives on the establishing the necessary metrics and analytics that underpin effective supply planning.
Prof. Yossi Sheffi, Director, Centre for Transportation & Logistics, Massachusetts Institute of Technology
Why is Memphis home to hundreds of motor carrier terminals and distribution centres? And why does the tiny island of Singapore handle one-fifth of the world’s maritime containers and half the world’s annual crude oil supply?
During this live keynote webinar, Prof. Yossi Sheffi discusses how the answers to these questions lie in “logistics clusters” – that is, geographically concentrated hubs of logistics-related business activities. He will explain why the likes of Memphis, Singapore, Rotterdam and many other locations have been successful in developing these clusters and why firms should focus their distribution activities within such localities and why local government should encourage their formation and development. Highlights of this session will include:
Dennis Omanoff, Executive Advisory Board Member, SCM World
The basics of S&OP make sense. Yet, business units still struggle to put such fundamentals into action and create value. Where is the gap and what can businesses do to minimise this vacuum? This break out session focuses on the “how” of S&OP, discussing the key ways in which companies can get their implementations on track and transform the plan into a successful execution. It will highlight how to formalise S&OP and establish closer collaborative ties internally to facilitate better decision making and effectively serve the customer.
10:50 - 12:30
This peer-to-peer benchmarking forum enables attendees to engage in up to three pre-arranged and pre-selected 30-minute discussions with fellow participants.
12:30 - 13:45
13:45 - 14:30
Supply chain has traditionally been a “man’s world”. But are the more collaborative, consensual skills that we require from modern-day supply chain management better executed by female leaders? In addition to the technical, operational skills that form the basis of traditional supply chain, do women bring the future ‘softer’ skills that the profession requires to build relationships, ensure cross-functionality and, ultimately, drive performance? And if so, how do we attract more women to the profession? This panel will debate such questions.
14:30 - 15:15
The Digital Revolution is just part of a wave of change that is redefining the concept of customer all around the world. More information is accompanied by surging demographic shifts, political upheavals and transformative productivity enhancing technologies to create a global customer base that is dramatically more diverse than in 1995. This exclusive interview will chart a discussion about how the customer of the future could affect supply chain’s perceived role in exploiting business opportunity in 2020 and beyond.
15:15 - 15:30