Supply Chain Leadership Forum, EU

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  • Day 1
  • Day 2
  • Day 3

08:30 – 09:00 Registration & Networking

09:00 – 13:00 LEADERSHIP & TECHNOLOGY TOOLKITS

Leadership Toolkit

BUILDING AN EFFECTIVE LEADERSHIP DEVELOPMENT PROGRAM

  • Duration –  4 Hours
  • Over the years many enterprises have adopted and implemented progression programmes. These programmes have delivered significant benefits, but have also proven that continuous significant gains are increasingly difficult to achieve.
    In many cases the cause is that the improvement programs have engaged most of the workforce in a very positive way, but in some cases management (leadership) has not been sufficiently included leading to loss of speed and sustainability.In this session we want to share with you a very practical way to make sure that your leadership (including yourself of course) will change from “engaged spectator” to “committed driver”.

Technology Toolkits

IoT and the Supply Chain

IoT (Internet of Things) has transformed supply chain to the next level and studies have revealed a profound effect on delivery logistics.

What supply chains were missing can now be achieved with the combination of mobile computing, and cloud services, all of which are influenced by the rise of IoT. This will change how the delivery & fulfilment companies are performing their operations & related services.

IoT will also leverage the warehousing functions performed usually to store inventory. With the latest supply chain technology and IoT, a ‘smart’ warehouse will serve as a hub to boost efficiency and responsiveness throughout the supply chain. This will involve the role of wearable technology to sensors, smart equipment and other IoT devices.

During the afternoon of the SCLF EU 2018 Pre-Conference Day, Manucore members will get the opportunity to tour one of four leading factories in the Warsaw region.

At the facility of your choice, you will enjoy an extensive tour of their operations demonstrating cutting-edge technologies, people management and lean processes. There will be opportunities to ask plant managers questions and benchmark operational performance as well as a great way to network with your fellow SCLF EU 2018 peers.

Factory Tour A - FM Logistic Distribution Hub

  • Strictly Limited to 40 Places
  • The facility is currently the largest pharmaceutical distribution plant in Central Europe
  • The expansion cost PLN 29 million.
  • One of the elements of the investment was the installation of a Building Management System which controls the operation of strategic equipment (refrigeration, air conditioning, heating, dehumidification, etc.).
  • It can be divided into eight separate pharmaceutical warehouses, as per the new specifications of logistics firm DPD

Factory Tour B - Oriflame Distribution Centre

  • Strictly Limited to 40 Places

7:40 – 8:20  |  Registration & Networking

8:30 – 8:40

CHAIRMAN'S WELCOME ADDRESS & WELCOME FROM MANUCORE TEAM

  • Pierre kicks off the event with a welcome session featuring key highlights and advice on how to maximise your time at the event and get the most from the Manucore experience.

8:40 – 9:10

Winning the hearts of millennials with a customer-centric supply chain

Say goodbye to pallets and bulk ordering, this is the era of the consumer-led supply chain, where customers expect their products within hours. Established manufacturers are looking at the success of the online giants and agile e-commerce specialists and wondering how they can win in the same way. Visionary supply chain innovator Neil Ackerman will explain what organisations can do to transform their thinking, and crucially, transform their operations.

Fast, personalized, agile supply chains have the power to deliver customer satisfaction on an unprecedented level. In senior planning and innovation roles at Amazon, Mondelez and now Johnson & Johnson, Neil has designed and implemented supply chains that truly delight consumers, and he’ll explain how you can take the same journey.

9:10 – 9:40

Building a sustainable future for Global Supply Chains

Peter Carlsson, Tesla’s former Head of Sourcing and Supply Chain shares his vision on the future of global supply chain management and the impact that global mega trends like sustainability will have on current business models. Using some of the pioneering work he is doing at northvolt. he will share his ambitious plans to create Europe’s largest battery manufacturing plant and the implications this will have.

9:45 – 10:55  |  Networking & Refreshments & Pre-Arranged 1-2-1 Meetings

11:00 – 11:30  |  Case Studies

Innovation

Product led Supply Chain innovation

By connecting more directly with consumers Nick describes the collaborative product innovation initiatives that have been launched at Coca-Cola, and the impact they have had on product creation, manufacturing and the Supply Chain.  By combining internal R&D with a more collaborative product development and innovation process, Manufacturing and Supply Chain risks can be reduced and more customer centric products launched.

Performance

End-To-End Supply Chain Visibility Using Data Management

Proper data management provides businesses and their supply chain networks with greater data accuracy, leading to insights into what is really happening in the supply chain, which in turn leads to improved management practices and business strategies and greater integration. Traceability is now a data-intensive process that plays a big role in how supply chains function. Improved data management means reduced time spent on accessing and integrating databases with product info (such as where products are at each stage in the supply chain), and thus improved product traceability. How can we leverage IoT technologies to provide real-time visibility and traceability?

Leadership

UTILISING OPERATIONAL EXCELLENCE TO CREATE HIGH PERFORMING ORGANIZATIONS

It has now become the norm across large global organizations to be in a constant state of transformation and reinvention. The relentless requirement to run the business, innovate, launch new technologies and manage that constant transformation is a huge leadership challenge.  In this new world, decision making needs to be optimized, new ways of thinking embraced and time literally compressed. The ultimate challenge is to improve efficiency while also increasing effectiveness. In this session we explore how operational excellence, together with other leadership tools can help senior leadership teams to rapidly execute their strategies and remain ahead of the competition.

11:35 – 12:15  |  Sponsored Case Studies

OPTIMISING GLOBAL SUPPLY CHAIN PERFORMANCE THROUGH PARTNERSHIPS AND COLLABORATION

In the past decade new technologies have enabled significant gains in warehousing and transportation management. At the same time multiple distribution channels, increasing urbanisation, rising distribution costs, and growing demand for a sustainable supply chain has led many organisations to look at innovative solutions through partnerships and collaborative Supply Chain initiatives. The new mantra for many organizations is now agility and flexibility. In this session we assess the opportunities that global Supply Chains can harness to deliver optimal performance.

HARNESSING THE POWER OF PREDICTIVE ANALYTICS FOR REAL TIME SUPPLY CHAIN INTELLIGENCE

Big Data provides supplier networks with greater data accuracy and insights, leading to more contextual intelligence. However the real opportunity for complex supply chains is implementation of predictive analytics and learning algorithms to analyze the wealth of data coming in from IoT and other sources. This allows Supply Chain leaders to understand the state of their supply chains in real time and automatically execute action that can cut costs, prevent accidents, and ensure customer requirements are fulfilled.

UTILISING OPERATIONAL EXCELLENCE TO CREATE HIGH PERFORMING ORGANIZATIONS

It has now become the norm across large global organizations to be in a constant state of transformation and reinvention. The relentless requirement to run the business, innovate, launch new technologies and manage that constant transformation is a huge leadership challenge. The ultimate challenge is to improve efficiency while also increasing effectiveness. In this session we explore how operational excellence, together with other leadership tools can help senior leadership teams to rapidly execute their strategies and remain ahead of the competition.

12:20 – 13:40  | SPECIALIST ROUNDTABLE TOPIC LUNCHES

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GROUP A

Embracing Digitalisation across the extended Supply Chain

Joao Goncalo Cordeiro, Operations Director Iberia – L’Oreal

NOVIGO

GROUP B

Implementation and transformation management for the digital supply chain 

Regional Director, Novigo

BURBERRY

GROUP C

Tapping into the hidden value of your workforce – are you maximizing their talent?

Mirko Nobili, Vice President Global Supply Chain Beauty – Burberry

ge-green

GROUP D

Improving performance through sustainability

Agustin Lopez Diaz ,Executive Global Quality Leader – GE Power

LOGILITY

GROUP F

Increase your competitive advantage with collaborative supply chain optimization.

Director, Logility

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GROUP E

Control and Digital Flexibility in a Volatile Environment 

Sami Naffakh, SVP Global Supply Chain –Estée Lauder

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GROUP G

How to prepare yourself for a customer centric e-commerce supply chain

Filippo Mauri, Global Supply Chain Divisional Manufacturing Director – Colgate-Palmolive

13:45 – 14:15

KEYNOTE: AGILE AND ‘BIMODAL’, THE TRIPLE CHALLENGE OF MANAGING THE PRESENT, CREATING THE FUTURE AND MANAGING THE TRANSITION

Global Supply Chains have become more complex due to increased M&A, rapid product configurations, shrinking product lifecycles and market volatility. At the same time consumers have become increasingly demanding in terms of personalised, consistent and seamless experience across retail, online and mobile. To compete organizations need to act with agility, responsiveness and flexibility, but still keep the traditional supply chain methodologies working seamlessly. In this session we discuss the tools and techniques required to manage this supreme balancing act..

14:20 – 15:30  | Networking Refreshments & One-To-One Meetings

15:35 – 16:05  | Case Studies

BECOMING DEMAND DRIVEN / CUSTOMER-CENTRIC: INNOVATING WITH SERVITISATION & DIGITISATION

With many products becoming commoditised, manufacturers are always on the lookout for ways to differentiate themselves. One way we this is being done is in the aftermarket through “servitization,” where manufacturers adapt their business models to offer their customers services on top of the physical product, thereby creating a holistic solution. In some cases the services even replace the physical product. Servitization offers a viable method of boosting growth for manufacturers’ businesses and the industrial sector overall. What does the blueprint look like in order to begin the servitization journey?

MANAGING END TO END SUPPLY CHAIN TRANSFORMATION

In this session Frank shares his vision for effective end to end supply chain sustainability in an ever changing global organisation. During a period of intense change Frank outlines how the establishment of a global supply chain academy at Johnson Controls has helped to build the leadership capabilities to support the business and avoid the need for constant retransformation. He also shares his work on the establishment of a new set of SCM tools building on existing maturity models and adapting them to the specific needs of Johnson Controls.

USING STRATEGIC SOURCING TO CREATE AN INNOVATIVE SUSTAINABLE SUPPLY CHAIN

In this session Dave describes how Coty have implemented world class Supply Chain, CSR and sustainability processes internally and externally. He describes how this strategic work has driven innovation and increased the resilience of their supply chain by collaborating with their business partners to improve sustainability performance and responsible sourcing.  He describes how they enforce this engagement through on-going supplier assessment programs and management awareness.

16:10 – 16:50  |  Sponsored Case Studies

What can digital innovation best-practices teach us about how we design our supply chain?

Digital transformation (DX) is driving organisations of all sizes to think about how they must evolve in order to compete in a continually connected and disruptive business environment. Supply chain leaders must be aware of what is happening from a DX perspective and also be proactively designing a strategy to digitally transform how their supply chain operates. This means focusing on areas such as internal collaboration, connecting all aspects of supply chain operations across the internal organization from product lifecycle management to customer fulfilment. How are we best able to leverage digital technology and redefined processes to connect with suppliers, and improve upstream alignment and collaboration for downstream efficiencies?

How to mobilize supplier resources more effectively to beat competitors, remain innovative and gain customers

A supply chain strategy is a living thing. It must be adaptable and change to meet evolving business and customer needs, and it needs to encourage sufficient flexibility to drive optimal tactical and operational decisions. A supply chain strategy also needs to be innovative and competitive. To remain competitive relevant performance information from all entities involved in the supply chain needs to be analysed. In this session we will see how innovative new approaches in the digital economy now make it possible to leverage supplier resources and collaborate with them to enhance the customer experience.

Supply Chain implications of Manufacturing 4.0 – are your operations exposed?

With the paradigm shift created by Industry 4.0, the digitization of the supply chain enables companies to address the new requirements of customers, the challenges on the supply side, and the remaining expectations in efficiency improvement. Welcome to Supply Chain 4.0! Advanced forecasting approaches, such as predictive analytics of internal + external data means that Supply Chain 4.0 is faster, more flexible, more accurate and granular in its precision. As exciting as all this is, it can throw SC leaders a whole new set of risk-based challenges. How do we navigate this whilst implementing the best of Manufacturing 4.0?

16:55 – 17:35

Manucore Coalition LIVE!

A panel of Manucore Coalition Leaders will respond to current market developments, presenting actionable examples on recent challenges and perspectives on our future supply chain evolution. In this unique forum, the Manucore Coalition LIVE! offers the opportunity to discuss and debate further with the day’s session topics and key issues raised during presentations. Engagement from the audience is encouraged and underpinning this interactive discussion are the fundamental Manucore themes: Create The Future – Control The Present – Manage The Transition

17:45 – 21:45  |  Networking Drinks Reception and Sponsored Dinner

8:00 – 8:30  |  Registration & Networking

8:30 – 8:40  |  SCLF EU Chair’s Welcome and Day 1 Recap

8:40 – 9:10  |  Opening Keynote Presentation

Winning The War For 21st Century Supply Chain Talent

The latest generation of supply chain graduates have formed part of a “brain drain” opting to begin careers in the burgeoning fintech sector and trying their hand in e-commerce start-ups. This is a major problem for the supply chain sector. However, with the rise of Amazon and other supply chain e-commerce leaders, and the adoption of similar processes in many supply chain driven companies, business and tech grads are once again beginning to look for digital careers in the sector. What can the industry do to counter its image problem? How can it harness the emergence of digitisation to close the talent gap and appeal to tech-savvy millennials? What can you do to attract top graduate talent to your organisation?

9:10 – 9:40  |  Keynote Presentation

The Impact of Blockchain on the Supply Chain

The potential role for blockchain in end-to-end secure supply chain transactions is phenomenal. The current hurdle is a lack of information and clarity on how blockchain technology can be applied and, indeed, what it actually is.

IBM has recently inked a deal with the Port of Singapore to trial blockchain technology, the goal of the trial being to automate the flow of documents between trading partners, providing full transparency along the way. Blockchain has the potential to reduce inefficiencies and gaps within the supply chain, promote more cost-efficient transactions and facilitate the continued growth in global trade. What is the timeline for blockchain to change the way we operate? How can we begin to implement a blockchain process into supply chain operations? What are the challenges and risks?

9:45 – 11:10  | Networking Refreshments and One To One Meetings

11:10 – 11:40  |  Case Studies

Performance

Supply Chain Risk Management & Transparency

The scope and reach of the supply chain cries out for a formal, documented process to manage risk. But without a crisis to motivate action, risk planning often falls to the bottom of the priority list. Risk apathy is driven by supply chain executives, who often find themselves
at the center of the daily storm, striving to balance very demanding
operational objectives while satisfying customers, cutting costs, and helping grow revenue. One recent report has suggested that just 25% of a typical company’s end-to-end supply chain is being assessed in any way for risk. This session looks into three fundamental phases of a supply chain risk plan and how you can use these in your own operations: Identify – Prioritize – Mitigate

Innovation

Building More Responsive & Agile Supply Chains

 Since the early 1990’s agile manufacturing (AM) gained momentum followed shortly after by new directions in supply chain management (SCM). The result, coupled with latest advances in digital technology, is the agile supply chain. This is particularly critical in today’s VUCA environment where anything from transient consumer tastes to extreme weather patterns can cause massive disruption to established SC plans. Visibility and a holistic approach through technology and culture can go a long way to creating a truly agile and responsive supply chain, but how do we harness and implement these best-practices without causing further disruption and downtime?

Leadership

Reinventing continuous improvement leadership

With the growing ubiquity of real-time, fixed or mobile, and often invisible sensing systems in office and warehouse settings, organizations are able to acquire more data than ever before. With the ability to continuously monitor and track employee activities and usage of space, and analyze historical data using machine learning and other approaches, businesses gain new insights that can help them improve employee productivity, efficiency, and well-being. In the new digitisation era it is perhaps even more critical to help manage the transition from traditional to disruptive practices to apply innovative continuous improvement thinking and processes to establish competitive and operational advantage. How are some of the leading practitioners integrating technology-based continuous improvement in order to flourish? Which technologies can optimise leadership and cultural change to create incremental improvements?

11:40 – 12:20  |  Sponsored Case Studies

Leveraging artificial intelligence (AI) to support logistics and planning

Artificial intelligence and personalization are behind several of the most transformational trends of the past year which include intelligent supply chains that use self-learning or ‘machine learning’ systems. The impact of data-driven and autonomous supply chains provides an opportunity for previously unimaginable levels of optimization in manufacturing, logistics, warehousing and last mile delivery that could become a reality in less than half a decade despite high set-up costs deterring early adoption in logistics. From self-driving vehicles to drones, the logistics landscape will be transformed in the new decade – what can we do to stay ahead of AI development in supply chains so that we don’t become obsolete as companies?

Insights into Demand Transparency using cutting-edge sales and operations planning (S&OP) tools

The most important input to the Demand Forecast comes from an organization’s sales team, they know more than anyone what the next few months will look like in terms of sales and which customers are likely to confirm and which orders could get delayed. They are closest to the customer and they know customer behaviour better than anyone else. As such, the Sales team can add significant value to the forecasting process. S&OP demands both hard and soft skills. Hard skills include creating consistent metrics, calculations, and measurements. Soft skills include leadership, relationship building, influencing, facilitation, and consultative skills that synchronize S&OP tasks across functions. This session will focus on the latest tools that merge these skill sets to produce phenomenal results to both expenditure and profitability.

Collaborating in Compliance: the impacts of Regulatory & HSE changes on your supply chain

Given that an organization’s supply chain is often a global entity with many touchpoints and human interactions, there seems to be little focus on HSE and regulatory impacts on supply chain management. New thinking indicates that responsibility is with industry to generate and evaluate material and risk data particularly if your supply chain involved dangerous or hazardous materials. Appropriate risk management measures need to be agreed between suppliers and downstream users well in advance. Given the expertise involved in HSE planning for the supply chain it is often advisable to bring in outsourced consultation to assess regulatory compliance and any HSE pitfalls that could lead to supply chain downtime and even potential fatalities. How much do you know about exposure to HSE risks in your supply chain operations?

12:20 – 13:35  |  SPECIALIST ROUNDTABLE LUNCH

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GROUP A

Embracing digitisation across value streams

inditex

GROUP C

Leading the sustainability drive in your operations to achieve growth

Alex Pertusa, Head of Supply Chain Sustainability – Tempe Inditex

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GROUP B

Driving Sustainable Supply Chain Strategies for ROI

icon-users

GROUP D

SCM and Collaborative Customer Relationship

14:00 – 14:30  |  Keynote

Innovation Principles in Supply Chain: How Technology Can Create a Sustainable Future

Just think of some of the biggest supply chain disruptions of the past couple of years: 3,000 tons of highly hazardous chemicals exploded and devastated the port city of Tianjin, Northern China’s largest port; Ocean carriers were forced to cancel services and make costly adjustments in the wake of congestion at the Panama Canal; flooding has submerged many parts of India and Nepal, as well as Texas following Hurricane Harvey. How can we plan for VUCA disruptions on this scale to build innovative and sustainable supply chains? From identifying suppliers that need your attention and simplifying audit finding and action management processes to providing capacity building tools to help create a sustainable, effective and resilient supply chain technology is most definitely part of the solution. IoT solutions can provide real-time warnings on dangerous weather patterns to faulty manufacturing machinery. It’s time to start embracing technology as an integral part of sustainability planning and modelling.

14:30 – 15:00  |  Power Panel Discussion

Supply Chain Sustainability, The Circular Economy and Zero Waste Benchmarking

Our collaborative ability to think and act on real-time information – from production and equipment data to market variability and demand – will be a key differentiator for the top-performing supply chains. How close are we to self-configuring and self-optimizing supply chains? Are humans increasing supply chain risk or should we be wary of automating our operations?

15:00 – 15:15  |  Summary of key take-aways from SCLF EU 2018 and close of conference

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Supply Chain Leadership Forum, EU
5-7 March, 2018 – Warsaw, Poland

Neil Ackerman

Senior Director, Global SC Advanced Planning

 

Neil Ackerman is the Senior Director, Global Supply Chain Advanced Planning and Innovation, for Johnson & Johnson. He is responsible for accelerating supply chain innovation and enablement of advanced planning processes and technologies worldwide. His team is critical in bringing value-based prototyping to life within Johnson & Johnson and beyond.

Prior to this role, Neil held various positions at Amazon.com, including Strategy Head for Fulfillment By Amazon and the General Manager and Inventor of the Amazon Small and Light global program. Most recently, he was the Global Director of Integrated Supply Chain, eCommerce strategy and technology innovation at Mondelez International. He is an expert on e-commerce and supply chain innovations (including Artificial Intelligence) and has been published and given multiple keynotes globally for his work on the e-commerce flywheel and its impact on supply chain for a long-term competitive advantage. He is a member of the Manucore Coalition.

Pierre Mille

Global Supply Chain Transformation Director

Pierre’s experience spans over 25 years within FMCG and the Beverage industry: With a background in Management Accounting, his experience covers all Supply Chain pillars. Pierre enjoys the constant tension between Supply Chain Strategy and Operations, designing the visions whilst driving the deliveries in day-to-day business. Often described as a visionary and a humanist, empowering and coaching Teams and colleagues, he has been a member of many Supply Chain Leadership Teams: In his last roles, Pierre was VP Supply Chain for Unilever Italy and, for the last 3 years, VP Group Planning and Customer Service Excellence for Carlsberg. Additionally, Pierre is a Board Member of the Help to Haiti NGO (www.h2haiti.org) for which he raises money by running Marathons.

Peter Carlsson

Founder of Northvolt

 

Peter joined Nothvolt as founder and CEO from Tesla where he was Vice President of Supply Chain. Prior to that he was with NXP Semiconductors where he was responsible for purchasing and outsourcing. As CPO, he took the purchase organisation from a tactical decentralised structure to a strategic global commodity organisation. Before starting at NXP, Peter was CPO at Sony Ericsson. Peter had a total of 13 years experience from different roles with Ericsson and Sony Ericsson in Sweden and the US. He led the team that built and implemented Ericsson’s framework for Supplier Quality Assurance.