Managing Supply Chain Risk by Becoming Demand Driven
Developing the ability to sense adapt and serve today’s highly volatile and complex demand chains.
Essentials of planning process to minimize the impacts of variability.
Mastering the art of dramatically compressing lead times and working capital requirements
1000 - 1030
Creating Alignment in Supply Chain Management
Building a high-performing supply chain via engagement, commitment and collaboration among all departments.
Minimising redundancies, poor communication, lack of trust and departments that are pitted against one another.
Identifying and reinforcing the significance and business benefits of alignment, cross-functional management and effective teamwork.
1030 - 1100
Next Generation Cognitive Enterprise: Supply Chain and Operations Reinvented in the Cognitive Era
What is a Cognitive Enterprise, and how can AI solutions change the way businesses function?
Discussing cognitive analytics and best practice in implementation of a Cognitive Enterprise Data Lake
Mapping out the journey of a Cognitive Enterprise: What are the new supply chain capabilities and the business value being driven?
1100 – 1115
1115 – 1145
Supply Chain Analytics for the Discrete & Process Industries
Best strategies for use of analytics to improve performance in Manufacturing Planning & Control in both the process and discrete manufacturing environments.
Building a focus on operational level analytics using historical performance and real-time status information.
Developing alternative solutions based on planned versus actual information variances and live scenario description.
1145 - 1215
Real Time, Signal Driven Analytics
Tracking signals to all sales channels to provide deeper insight, depth, breadth and scope
Assigning tracking signals to every sales channel and possible conversion source
Better understanding target audience behavior and what small changes can be made for healthier conversion rates
1215 - 1245
The Rise of Machine Learning
Unifying data from disparate channels for a more holistic view of performance
Making better predictions to control spending and increase returns
Understanding the relationship between online and in-store behaviour, shopper journey analytics no matter the path to purchase
Embedding machine learning algorithms in legacy systems
1245 - 1315
The Process Improvement Conundrum: Standardizing Before Outsourcing, or Outsourcing Before Standardizing?
Driving regional requirements within a broader global/national supply chain eco-system
Tangible benefits of process automation and robotics
Debating the pros and cons of insourcing and outsourcing
Process automation as a bridge to future state design and ultimately, Supply Chain as a Service
1315 - 1430
Networking & Lunch Break
1430 - 1515
Transportation Spend Optimization – A logistics user perspective
Transportation and shipping costs represent one of the largest spend categories for companies.
Sourcing and managing this category is very complex for many reasons, including effectively managing various modes of transportation, inbound Consignments from suppliers, outbound to customers, ongoing volatility in fuel costs and a dynamic supplier base…
Cost management on this is a key imperative for every supply chain manager
1515 – 1545
Fostering a next gen Customer Experience
Meeting the heightened expectations of digitally savvy customers through differentiation and innovation
Creating a seamless journey that reflects how customer want to shop across devices and channels: browsing, seeking peer influence, comparing prices
Evolving from a customer service to customer centric mentality
1545 – 1615
Fleet Telematics for Logistics Efficiency
Developing innovative solutions for efficient logistics and fleet management.
Real-time visibility and data to optimize procedures and processes, maintaining product integrity, optimizing shelf-life, reducing losses and insurance risk across the supply chain.
Address key challenges related to safety and regulatory compliance, driver monitoring, insurance and infrastructure
1615 – 1630
1630 – 1700
Using SCOR to drive your process improvement
The Supply Chain Operations Reference model as a framework that enables users to address, improve, and communicate supply chain management practices.
SCOR as a management tool and a reference model for end-to-end supply chain management and its applications for capturing business activities, satisfying customer demand, analyzing the supply chain, and much more.
How can you apply the SCOR framework to improve inventory turns, increase system implementation speed, and support organizational learning goals?
1700 – 1730
Indirect Procurement: The Vital, Subtle Work of Keeping Everything Else Running
Understanding the role indirect procurement plays within both a supply chain organization and the larger company as a whole
Discussing how indirect procurement differs from other SCM disciplines in its approach to risk, visibility, flexibility, cost control, and relationship building over time
Making the business case that indirect procurement should have a larger voice in the decision-making process of supply chain strategies