08:45 

Registration and Coffee

09:15

Welcome from your chair

09.30

Rethinking your Supply Chain: moving from inside-out to outside-in to meet the changing demands of your customers and your business

• What are the fundamental changes that require to be made to ensure your business is externally rather than internally focused?
• Deciding on the top level principles for improving the accuracy of your demand forecasts
• Ensuring you have complete end-to-end cost to serve information (not just supply chain costs)
• Getting buy-in across the business to the trade-offs that your business will make in the manufacturing and product supply process in order to meet customer needs profitably  

Roddy Martin, SVP Research, Research Fellow, AMR RESEARCH

10.15

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 

11.15

Networking break

11:30

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

12:10

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

Tako De Haan, Director EMEA Planning & Inventory Management, Nike 

13:00

Lunch

14:00

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

14:40

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  

15:20

Afternoon coffee break and networking

15:40

Ensuring your technology enables decision-making and identifying value-added functionality in your existing systems

• How essential is a demand-management system compared to using spreadsheets?  Will the investment in additional technology provide sufficient returns?
• Identifying which data is imperative to the demand planning process and who currently owns it – both internally and externally
• How can technology best automate the data collection process so you can prioritise time on data analysis and interpretation?
• Putting in place tools that facilitate communication with your trading partners
• What can you “bolt-on” to your existing systems to deliver better results at low cost? 

Dionissis Panayiotakis, Supply Chain Director C&E Europe, General Mills

16:20

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

17:00

Closing remarks from chair

17:10

Close of day one