08:45 

Registration and Coffee

09:30

Welcome from your chair

Roddy Martin, SVP Research, Research Fellow, AMR RESEARCH

09.40

PANEL DISCUSSION: Managing relationships with customers, employees and suppliers to identify the causes of demand volatility and forecast inaccuracy and smooth out the peaks and troughs

• Clarifying the real reasons for volatility of demand and assessing if there are any actions your business can take to smooth demand patterns
• Getting closer to your customers to understand why their purchasing behaviour changes;  what sort of reaction times are required to satisfy customers and how you can reach compromise through collaboration
• Working through the forecast process internally
  - where are the hotspots that rely on “gut-feel” rather than data?
  - ensuring functional teams are not working in isolation and have a consistent understanding of the use of the forecast
• Managing relationships with your suppliers more proactively to ensure you have dynamic feedback on changes in demand and open and honest communication around the difficulties of forecasting accurately

Jesus Lorente Lopez, Supply Chain Director, Carrefour

Ian Bennett, Director, Availability Management Solutions, Nokia 

Anne Bruggink, General Manager Supply Chain, Electrocomponents Plc

Maximising working capital for the business through risk-optimized inventory strategies and deployment policies

• Getting the right balance between lean inventory and level of risk
• Modeling the supply chain to analytically define the efficient frontier, identify inventory drivers and key reduction levers
• Optimizing inventory holding and deployment strategies between raw materials, WIP and Finished Goods and across a multi-echelon network
• Sharing responsibility for inventory levels with your suppliers and managing your customers' inventory
  Minimising the time it takes to rebalance your inventory

  

Frédéric Noel, VP Sales Operations & Supply Chain Europe, Medtronic International

11.20

Networking break

11:50

PANEL DISCUSSION: Managing uncertainty by putting in place best practice planning processes that integrate your sourcing, production, distribution, inventory and service strategies

• Making the right trade-offs in your manufacturing and product supply processes through S&OP
• Identifying the weak spots throughout your supply chain and ensuring you have all the necessary data to make improvements
• Building flexibility into your processes without increasing cost
• Reviewing inputs and outputs regularly to spot shifts in demand and adapt processes 

Shonagh Rohrig, Planning Director, Diageo

Hans Gerla, Snr Director Business & Industrial Planning, SCM, NXP Semiconductors

Katherine Hunter, Director Supply Chain Development EMEA, Goodyear Dunlop

Building a customer driven global supply network

• Balance responsiveness with costs in setting up the supply network
• Manage the S&OP process globally: what makes sense to do global versus regional/local?
• Extend the S&OP process to customers and suppliers
• Ensure effective supply chain set-up during product design phase 

  

Sheila Leenders, Senior Director Global Supply Chain, Philips Lighting

13:10

Lunch

14:10

Integration of People, Processes and IT to ensure Availability for Customers

• Customer Demand, Supply Availability & Great Products - the Key Elements
• A Dynamic & Transparent global approach
• People & organization to sense and respond
• The role IT plays to ensure speed & visibility
• The future

Ian Bennett, Director, Availability Management Solutions, Nokia  

Chain Reaction: Managing a Supply Chain through Downturn and Upturn

Managing a supply chain in a downturn presents many challenges.  Cash becomes king, so reducing costs and stocks whilst supporting activities to increase revenues are essential solutions in such an economic environment.  Flexibility is key; once a downturn has been identified, the need to respond rapidly to the changing market conditions is paramount, which means re-evaluating demand outlook.  Equally, it is important to know how to respond and be prepared to make courageous decisions when planning systems are failing.  Each adjustment causes a chain reaction, so having visibility of what’s happening across the entire supply chain is critical and requires collaboration and integration with suppliers and partners.

Anne Bruggink, General Manager Supply Chain, Electrocomponents Plc

15:30

Afternoon coffee break and networking

16:00

Taking a segmented approach to forecasting and applying differentiated demand planning techniques to get the best return on your resources

• Assessing demand variability vs sales volume across your product portfolio and prioritising segments where accurate forecasting will have a real impact on your business results
• Identifying where you should stop forecasting demand because a straight line would ultimately deliver the same result
• Ensuring your organisation avoids personal bias and that your demand planners spend time with your marketing and sales teams; your customers and your suppliers
• How useful are statistical forecasting tools in practice?
• How and where could your business use postponement strategies to deliver on unpredictable levels of demand cost-effectively? 

Hans Gerla, Snr Director Business & Industrial Planning, SCM, NXP Semiconductors

16:40

Closing Keynote: Dynamic Supply Chains- a new business model for the new Millennium

Existing business models used in enterprise supply chains have far outlived their usefulness, especially with the onslaught of more demanding customers and an increasingly volatile marketplace in these uncertain times. There is no ‘silver’ bullet, but there is a new model which is increasingly being applied by major global corporations, with great success- dynamic alignment. This model was developed by John Gattorna and co-workers in 1989, and has been under market testing around the world for the last two decades- with startling results. Essentially it starts with the premise that supply chains are propelled by humans and human behavior inside and outside the firm, and everything else are just enablers

John Gattorna, Supply Chain “Thought Leader” and AUTHOR

17:50

Close of day one