Supply Chain Leadership Forum, EU

Back to event details
  • Day 1
  • Day 2
  • Day 3

Factory tours

09:00 – 09:30 Registration for Tours

During the afternoon of the SCLF EU 2018 Pre-Conference Day, Manucore members will get the opportunity to tour one of two 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.

olszowa-maweyjppqg0ob922ssl7tawz51fr02m0k01p9o21dc

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
13129789

Factory Tour B - Oriflame Distribution Centre

  • Strictly Limited to 40 Places
  • Oriflame Cosmetics is an international beauty company selling direct in more than 60 countries worldwide with their wide portfolio of Swedish, natural, innovative beauty products which are marketed through a sales force of approximately 3.6 million independent consultants, who together create annual sales exceeding some €1.5 billion.

13:00 – 17:30 Toolkit & Digital Show Cases

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.

DSV. 1 hour toolkit

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

Supply Chain Strategy in the Board Room - examining leadership and change management issues at the top of your organisation

Modern competitive Supply Chains embrace control towers for Collaboration and Supply Chain visibility. They also reflect the businesses commitment to ethical sourcing and sustainability. In this new world where the alignment of Supply Chain strategy and business strategy collide, it is becoming ever more important for Chief Supply Chain Officers to focus on skills, and leadership to steer businesses through constant transformation.

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

LOREAL-2-300x300

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

Change management: How to assure the strategy is executed and sustained in large complex organisations

Agustin Lopez Diaz ,Executive Global Quality Leader – GE Power

LOGILITY

GROUP F

Increase your competitive advantage with collaborative supply chain optimization.

Director, Logility

covestro

GROUP E

Collaboration in End to End Value Chain

Iveta Kozlickova, VP Center of Supply Chain Expertise EMEA (Currently on leave) – Covestro

COLGATE-PALMOLIVE-300x300

GROUP G

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

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

eyeon

GROUP H

12 Building Blocks for an Effective S&OP

Director, EyeOn

EFESO

GROUP I

Refining Leadership principles and behaviours to revolutionise supply chain performance

Director, EFESO

buck-consultants-international

GROUP J

How do we maintain the long-term sustainability

Director, Buck Consultants International

johnson-controls

GROUP K

Managing end to end Supply Chain sustainability

Frank Vorrath, Vice President Global Supply Chain – Johnson Controls

PEPSICO-400x400

GROUP J

Utilising supplier networks to stream line performance 

Rodolfo Velasco, Director Global Supply Planning- PepsiCo 

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 & Pre-Arranged 1-2-1 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 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 Pradipta shares his vision for effective end to end supply chain sustainability in an ever changing global organisation. During a period of intense change Pradipta outlines how the establishment of a global supply chain academy at Mondelēz 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 Mondelēz.

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

SUPPLY CHAIN VISIBILITY VIA REAL-TIME CARGO TRACKING AND MONITORING

Arviem, Director

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

Gender Diversity Panel

In this interactive debate we learn from senior SCM practitioners how careful team selection can make or break the success of an effective Supply chain team: We discuss how gender and skill diversity can improve supply chain performance.

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

ACHIEVING SUPPLY CHAIN EXCELLENCE THROUGH STRATEGIC LEADERSHIP

Despite significant investments many organisations are struggling to achieve a breakthrough in manufacturing productivity and supply chain excellence, in this session Pietro describes some of the work he has done at P&G to leverage supply chain and manufacturing excellence. He will talk about P&G’s Integrated Work System (IWS), the leadership models and some of the innovations P&G have pioneered across their world class supply chain.

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

Innovation

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

Performance

Using Supply Chain analytics to drive business performance

In this session Luc outlines the vision that he has for advanced supply chain analytics and the role it has to drive organisational performance. He outlines how the most important decision that supply chain analysts need to make is what data get collected, how you measure it and how you use this information to add value across the organisation. Using his ground-breaking work at Schneider Electric, Luc illustrates how important it is measure, and then translate the findings to get real business intelligence.

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

johnson

GROUP A

Winning the Hearts of Millennia’s with a Customer-Centric Supply Chain

Neil Ackerman, Senior Director, Global SC Advanced Planning – Johnson & Johnson

ADIDAS-400x400

GROUP B

Winning The War For 21ST Century Supply Chain Talent

Alexandra Morton, Sr. Director Supply Chain Development – Adidas

inditex

GROUP C

Leading the sustainability drive in your operations to achieve growth

Alex Pertusa, Head of Supply Chain Sustainability – Tempe Inditex

KITRON

GROUP D

Social impact of digital technology on today’s workforce 

Israel Losada Salvador, Chief Operating Officer – Kitron

 

arviem

GROUP F

SUPPLY CHAIN VISIBILITY VIA REAL-TIME CARGO TRACKING AND MONITORING

Arviem, Director

14:00 – 14:30  |  Keynote

EMBRACING THE DIGITIZED SUPPLY CHAIN

Today’s digital technologies enable the supply chain to attain situational awareness and context-sensitive decision making. In this way, it becomes customer-driven, personalized, agile and responsive. This digitized supply chain not only increases efficiencies but also leads to improved customer experience and revenue growth. To thrive in this brave new world, companies will need to adopt an agile digital supply chain, which addresses shifts in both supply and demand. The companies that will continue to achieve the best results are those that actively invest in a comprehensive digital strategy.  To function in a connected, informed, smart and automated way, the supply chain will be further and further embedded into every other function.

14:30 – 15:15  | Summary of key take-aways from SCLF EU 2018 and close of conference

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

Like what you see?

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 Retail, 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. Pierre is now in charge of the Supply Chain Transformation at GrandVision with a strong bias on Digitalisation. 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.