Broad Overview
Evolution of Supply Chains
Ray Barger
Specific Issues
You Can Guarantee Leadtimes—Here's How
Debra L. Smith, CFPIM, CSCP
Randall Schaefer, CPIM
In a lean world, customers require 100 percent on-time delivery. This is so fundamental to success that they are demanding supplier lead-time guarantees, with financial penalties imposed for late or incomplete shipments. But guaranteeing lead times is as much about the customer as it is the supplier. It requires customer-supplier collaboration in establishing three critical parameters.
Specific Issues
The New Economics of Global Supply Chains
William T. Walker, CFPIM, CIRM, CSCP
Director, StarTrak Systems, LLC
Where company leaders once rushed to outsource labor, the economics of global competition have changed. China now outsources labor to India and Vietnam. International logistics have real constraints, not to mention the constraints of sharply rising fuel costs. Significant trade barriers have surfaced in the form of new environmental initiatives, such as the European Union's Restriction of Hazardous Substances directive and the carbon footprint. Lastly, the U.S. dollar shows wide fluctuation against foreign currencies. This interactive session presents a comprehensive framework to evaluate the competitiveness of product cost within a global economy. A combination of lecture and two-person exercises are used to explore the next global manufacturing strategy—value-added segmentation.
Specific Issues
Global Logistics: How to Get Around on Every Continent
David Jacoby, CFPIM, CIRM, CSCP, C.P.M.
President, Boston Logistics
The session will help global supply chain executives construct a total supply chain for international shipping. In the process of doing this, the session will explore current issues involved in shipping internationally to and from sourcing hotspots such as China, Malaysia, and Latin America. The presenter will draw from benchmarks, company examples, pictures, video clips, and interactive quiz questions. The content will be based on Boston Logistics "Logistics in..." studies, which through a series of mostly live-onsite sessions in various countries, has explored the current challenges and opportunities facing global shippers today.
Mini Workshops
Global Supply Chains: Globalization, Preparedness, Resilience
Irvin Varkonyi, CSCP
President, Supply Chain Operations Preparedness Education (SCOPE)
The pace of globalization has accelerated at a dizzying rate. While the business world may have adapted to maximizing benefits from globalization, it may be leaving itself vulnerable to disruptions in the global supply chain. This interactive session will consider the impact of events that bring the world closer together while simultaneously exposing operations to more disruptions. The presenter will invite interactive discussion through a discussion of six V's--value, visibility, variability, velocity, vulnerability, and verdency. Eventually, participants will understand preparedness and resilience are worth more than risk management.
Case Studies
Case Study on Sudden Loss of Supply
Michael Trocchia, CPIM
Director SCM Project Management, Novartis Pharmaceuticals
The case presents a situation in which the supply of key raw material for a $1 billion product is interrupted. Participants will work through their action steps to deal with the interruption and plan to avoid similar issues in the future.
Wrap up/Future
Reducing the NPI cycle time using Collaboration
Kirit Goyal, CPIM
Program Manager, ATMI
In a fast-paced, high tech semiconductor manufacturing business, time-to-market determines if a product can bring commercial success. The seven steps of development from idea to commercialization have to undergo multiple iterations involving the organization, suppliers, and customers. In such an environment, collaboration using technology as well as process can reduce time-to-market. This session will review the various tools and processes used and the metrics that can measure benefits.
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Principles of Operations Management
Broad Overview
Beyond MRP
Carol Ptak, CFPIM, CIRM, Jonah
Do companies work within their material requirements planning (MRP) systems or do they work around their MRP systems? Do they do both at the same time? This is the MRP conflict that rages inside most modern manufacturers. The push-based tactics of conventional MRP planning do not fit the new pull-based manufacturing approach required to be fast, lean, flexible, and competitive. Despite spending enormous amounts of money, time, and energy on new software packages and new methodologies, such as lean and six sigma, organization leaders still find themselves combating poor inventory performance, poor service levels, high expedite-related expenses, and waste. This presentation will explore why this conflict exists and will describe a uniquely powerful approach to the compromises and ineffectiveness of MRP, lean, and six sigma.
Specific Issues
Applying the Operations Management Lessons
Joseph Walden, CFPIM
Executive Director, Supply Chain Leadership Institute
This presentation examines operations management lessons learned in establishing a multi-million square foot distribution center and the distribution system to support all supplies and equipment for Operation Iraqi Freedom.
Specific Issues
A comparative analysis: Product Development Management In the U.S. vs. Germany
Ahmad Syamil, CFPIM, CIRM, CSCP
PhD, Arkansas State University
This presentation will examine the leadership of powerful product development managers and their impact on supplier involvement, customer involvement, and concurrent engineering. Using responses from 406 product development managers and executives in the U.S. and German auto industries, this research validates a model of powerful product development managers and their influence on internal and external integration. The results indicate that powerful American product development managers have significant positive relationships with both internal forces and external forces in order to develop marketable products well. In contrast, German managers have significant positive relationships only with internal forces and weak relationships with external collaborators, such as suppliers and customers.
Specific Issues
The Match Game: Maximizing ROI and Minimizing Inventory
James Robison, Ph.D., CFPIM, CPIM, CIRM
Sonoma State University
Here, participants will play three iterations of the match game (from "The Goal," by Eliyahu M. Goldratt). The exercise will demonstrate the importance of identifying the system constraint and the means to identify it. Once identified, the constraint can be used to minimize inventory and maximize return on investment. Real data from the audience are used to illustrate learning points and generate discussions. Analysis of the data includes a brief discussion of cost justifying a constraint reduction project. Prior knowledge of the game or the book is not required.
Mini Workshops
Improving and Designing Processes with Process Maps
Ryan Underdown
Associate Professor, Lamar University
Case Studies
Driving to Success: The Roush and Yates Racing Engines, LLC Transformation
Mary Ann Mauldwin, CFPIM, CSCP
Operations Manager, Roush and Yates Racing Engines, LLC
Learn about the amazing supply chain management improvement process of Roush and Yates Racing Engines, LLC. The company transitioned from a very traditional, family-based manufacturing group to aligning with Ford Motor company in 2003. The company manufactures all the Ford engines for the Nascar Cup series. Learn about how company leaders implemented materials management and associated capabilities, supply management and product flow, bills of material and cycle counting, and a software package. Plus, they instituted process mapping to understand information flow and improve it. Roush and Yates Racing Engines, LLC, provided the engines that drove the 97 car to the Nextel Cup Series Championship in 2004. Presenters also will discuss racing's transition to a large, business-oriented, international entertainment industry.
Wrap up/Futures
Supply Chain Best Practices
Chris Werling
President, Cornerstone Solutions, Inc.
All business professionals, from those who lead manufacturing and distributing firms to those that manage more service-oriented organizations, strive to be the best at what they do. Everybody wants to know how to do the best in their marketplace. But how is success measured? What does it look like? Best practices can help. This session will examine 10 supply chain best practice trends and how they relate to optimizing warehouse operations. Participants will learn how to find areas of their warehouse that may be running inefficiently and determine how to repair them by following one or more of the best practices reviewed.
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Broad Overview
Integrating APICS CPIM and ERP
Ronald Althaus, CFPIM, CIRM, CSCP, C.P.M.
Principal, Althaus Educational Services
This presentation shows the strong correlation between APICS CPIM training and successful enterprise resources planning (ERP) system selection, implementation, and performance. This is not based solely on a single case study, but the repeated experience that the presenter has had with implementations and certification education. The key concepts learned throughout APICS CPIM education contribute to the success of integrated enterprise systems. However, ERP often takes precedence over APICS CPIM training. This session will explore what happens when ERP precedes APICS CPIM, and why this is wasteful.
Specific Issues
Lean: A Case Study
Sandeep Chatterjee, CPIM
Product Structure: Making it Lean, Infosys Technologies Limited
Leaders at a high tech company are considering upgrading to a newer version of their enterprise resources planning (ERP) application. As part of this initiative, employees are reengineering the company's demand fulfillment process and assessing the opportunity to simplify bill of material (BOM) structure. The current demand fulfillment process is cumbersome, uses single BOM type (MAKE) for product ID, and configuration product ID (ATO Model) for entire fulfillment except spares. There is a single inflexible demand fulfillment process and BOM structure, which causes duplicate transactions in order fulfillment and longer product lead times. This case study evaluates possible options and recommends the optimum solution to make the system leaner.
Specific Issues
Optimizing Enterprise Systems with Change Management
Ann Gatewood, CFPIM, CIRM
President, Gatewood Associates
Many organizations have implemented enterprise resources planning (ERP) , but have not realized the full benefits from their investment. A variety of reasons exist, with one of the most common being focusing entirely on the technical side of the project, while ignoring the business or organizational change needed for success. This presentation will offer practical methods to extend the value of an enterprise-wide system by coupling the system with change management. Included in the discussion will be techniques for preparing employees to accept change, driving change through the business, and ensuring the changes drives operational improvement.
Specific Issues
ERP and Pull System Integration
Steve Hochheiser
IT Director, Pelican Products, Inc.
Pelican implemented a "virtual" pull system by integrating their lean strategy with data from their ERP system. They needed to "right-size" and maintain supermarket sizes as demand changed, and to select appropriate techniques for signaling replenishment. You will learn how Pelican automated the maintenance of these techniques based on data from their ERP system. This presentation will cover the type of data available and how to harvest it to maintain optimal supermarket sizes, how to evaluate the effects of management policies on your ability to implement and maintain an effective pull system, and how to choose from either manual or automated pull techniques and under which conditions each is most effective.
Mini Workshops
Using Lessons Learned to Improve Projects and Operations Performance
Doug Howardell, CPIM
Consultant, Symbiotic Solutions, Member of The ACA Group
This case study will teach attendees to apply lessons learned from previous projects to their current process improvement efforts. After action reviews (AARs) are a rigorous method to capture lessons learned during a project. The key to AARs are the following questions: What was supposed to happen? What actually happened? Why were there differences? The presenter will explain how he used AARs to gather lessons learned from each phase of a major process improvement project and how he and his team assured the lessons gathered were applied to improve results in later phases of the project.
Case Studies
ERP Systems for SMEs
Alistair Betts, CPIM
Summit Solutions Ltd
There is a great shortage of operationally focused software systems for small-to-medium-sized businesses. This especially is true for those at the micro end of the sector, which typifies businesses in New Zealand and Australasia. This session will explore the requirements of such businesses versus those of medium-to-large enterprises and what solutions are available. Plus, attendees will learn how small-to-medium sized businesses can implement appropriate enterprise resources planning systems without the typical expense, while gaining all the advantages of an integrated business system.
Wrap up/Future
The Future of ERP
Dave Turbide, CFPIM, CMfgE, CIRM
Independent Consultant and Freelance Writer
ERP (and MRP II) systems have been around for four decades, but they have not remained the same – a continuous evolutionary process has continued to enhance and enlarge enterprise systems to take advantage of new technologies and evolving manufacturing management ideas. This presentation will recap some of the recent developments, how they fit in with today's manufacturing challenges, and will look ahead to how ERP will continue to provide the information infrastructure to support the progress of manufacturing methods and practices.
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Broad Overview
OUR COMMON FUTURE: Develop a Plan for Sustainability
Kevin Quinn, CPIM, CIRM, CSCP
Purchasing Agent, General Dynamics – Itronix
Sustainability—development that meets our present needs without jeopardizing the ability of future generation to meet theirs—is the hottest topic in business. Everyone on earth will be affected by initiatives taken (or not) by businesses in the coming years, and pressure to act is increasing. This interactive presentation will provide the what, why, and how to be successful in greening-up business. It's important to start now. The presenter will review green standards to know and identify hoaxes to beware. Based on real-world experience, session attendees will learn tools to develop and initiate their own programs.
Specific Issues
Dollars and Sense of Socially Responsible Purchasing
Michael Stanly, CPIM, CIRM, CSCP
Procurement and Supply Chain Group, IBM
Purchasing managers often struggle to do the right thing for their stakeholders, while at the same time trying to reduce costs. Socially responsible purchasing affords professionals the opportunity to do both. Furthermore, customers, investors, and the communities are demanding it. Through discussion and case study, presenters will explore the business rationale, approach, and high-level plan to launch a socially responsible purchasing initiative. They will address the dimensions of community involvement, diversity and inclusion, environmental protection, ethics and financial stewardship, human rights respect, and health and safety. Following this presentation, participants will be able to state the costs, benefits, and risks associated with socially responsible purchasing initiatives; apply a tool to set priorities for socially responsible work; and, understand and apply some fundamental elements of socially responsible purchasing.
Specific Issues
Challenging Carbon Footprint Paradigms
Dick Verbeek, CPIM, CIRM, CSCP
President, Performance Plus Consultants
This presentation will challenge several common beliefs regarding the carbon footprint of a typical manufacturing supply chain. Specifically, this highly interactive session will utilize audience input to identify critical paradigms concerning the measurement and subsequent reduction of the carbon footprint of global supply chains. These paradigms will be challenged with the presentation of government, industry, and environmental data.
Specific Issues
Supply Chain Greenhouse Gas Emission/Carbon Footprint Modeling
Donald Hicks
Vice President, Sales, LLamasoft, Inc.
Global consensus says that greenhouse gas emissions (GHG) have a negative effect on the environment. While interest in social responsibility has caused some corporate leaders to initiate programs to reduce their GHG unilaterally, others are waiting until imperatives force action. Many company leaders do not initiate programs until the cost-benefit becomes clear. While the cost impact associated with a unit of emission is increasing dramatically, two additional factors are motivating action. The first is the regulatory environment. The second—and potentially more powerful—factor is pressure from customers, both corporate and individual. Pressures and conditions require companies around the world that source, manufacture, or distribute physical materials to determine and manage their GHG and to reduce emissions over time. This session will explore the greater urgency for responsible companies facing regulatory pressure.
Mini Workshops
Sustaining Your Job while Buying Sustainability
Mary Ellen Mika
This workshop style presentation will involve active audience participation to determine the total cost of ownership—including the often "hidden" costs related to sustainability—of similar products sourced in different ways. The goal is to uncover key aspects of buying sustainably while maintaining the best overall purchasing value. Participants will learn how to distinguish between material, transportation, and other key parameters to identify the most sustainable choices; incorporate environmental and social costs into sourcing decisions; and identify ways to promote lean with green thinking into supply chain management. A hands-on exercise—with a friendly competition between groups—will determine the lowest total cost of ownership of example bid results. From this workshop, participants will have a draft scorecard, which serves as a practical starting point for incorporating sustainability into sourcing decisions back at the office.
Case Studies
Green - The New Color of Business
Kimberly Brown, CFPIM, CIRM
Director of Distribution, Quality Bicycle Products
Being green has become the new way to do business. Everywhere, professionals hear about building green facilities and green supply chains. This presentation will demonstrate how one company is doing this profitably. Quality Bicycle Products has LEED Gold certification from the U.S. Green Council and has been awarded the Carbon Buster Award from the State of Minnesota.
Wrap up/Future
Making your Supply Chain Greener - A Proposed Methodology
Mondher Ben-Hamida, CSCP
Associate Partner, IBM – Global Business Services
According to the U.S. Department of Energy, manufacturing and transportation account for 61 percent of energy consumption in the United States. Supply chains therefore are a key driver of carbon emissions and are poised to play a critical role in achieving any United Nations or local reduction targets. Participants will get a framework to help them identify sources of carbon throughout their supply chains along with recommendations on how to manage this new and intriguing decision variable. Tradeoffs between "classic" operational metrics, such as cost, inventory turnover, and carbon reduction, will be explored and analyzed. Following the presentation, participants wil have a better understanding of sources of carbon in their supply chain, gain a better understanding of how to model carbon as a new operational decision variable, and get a clear picture on how to proceed in "greening" a supply chain.
Testing Speaker Resource Center
David Brown
The Directors College
Would you like salespeople to play a more meaningful role in your sales and operations planning (S&OP) process? If so, this presentation will help you understand their typical needs and address their concerns. Most S&OP processes are operations driven focusing on inventory and supply, but the very best results-oriented S&OP processes have proper and timely input and review from the sales team. Having a sales perspective always helps the operations part of S&OP work better. This session addresses accountability, the sales forecasting process, account prioritization, data presentation, monitoring progress, performance measurement, time demands, and required skill sets. Plus, the presenter will discuss many street-smart tips for actively integrating sales into the S&OP process.
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Demand Management/Forecasting/S&OP
Broad Overview
Sales and Operations Planning from the Sales Person's Point of View
John E Boyer, Jr., CFPIM
President, J. E. Boyer Company, Inc.
Salespeople should play a more meaningful role in companies' sales and operations planning (S&OP) processes. This presentation will help participants understand their typical needs and address concerns. Most S&OP processes are operations driven, focusing on inventory and supply. However, the very best results-oriented S&OP processes have proper and timely input and review from the sales team. Having a sales perspective always helps the operations part of S&OP work better. This session addresses accountability, the sales forecasting process, account prioritization, data presentation, progress monitoring, performance measurement, time demands, and required skill sets. Plus, the presenter will discuss many street-smart tips for actively integrating sales into the S&OP process.
Specific Issues
CSI: Demand Planning
Scott Roy, CFPIM, CIRM
Collaboration Planning Manager, Wells Dairy, Inc.
This session is not meant to insinuate that participants' forecasting processes are crime scenes, even though many people think they are. Forecasting is about problem solving. This presentation advises professionals on methodically investigating the sources of demand to put a properly focused demand planning and forecasting process in place.
Specific Issues
Roles, Metrics and Expectations within World Class Sales & Operations Planning
Donald Sheldon, CFPIM, CIRM, CSCP
President, DHSheldon & Associates
This session presenter will discuss specific roles of top managers and support personnel for effective sales and operations planning (S&OP). It also will cover metrics and management systems that aid in creating a successful S&OP management system. The presentation will offer questions that should be raised and answered at a typical S&OP review. Many real-world examples will be included. Also, participants will have the opportunity to participate in the discussion.
Specific Issues
Supply Chain Management Transformation in a Global Leader
Carlos Bremer, CPIM, CSCP
Executive Partner, Axia Consulting
Embraco, a global leader in the manufacture of hermetic compressors, has revolutionized the management of its global supply chain in the last five years. The case study presented here aims to demonstrate all the steps along this transformation, including the implementation of a global sales and operations planning process; the revision of order fulfillment processes in America, Europe, and Asia; and the formalization and enhancement of the company's demand management processes and capabilities. In addition, the presentation will depict several aspects of the business affected during the transformation, such as organizational structure and technological infrastructure.
Mini Workshops
Benchmarking Your Company to Class A Best Practices
Ron Ireland
Principal, Oliver Wight Americas
Using electronic polling, the audience will review a class A checklist. Polled areas will include sales and operations planning, demand management, and supply chain. Discussions will focus on results and what it takes to be best in class or class A. Participants also will explore the value of being class A.
Case Studies
S&OP Lessons Learned
Allan Banghart
The Defense Logistics Agency (DLA) is the U.S. Department of Defense's largest combat support agency, providing worldwide logistics support in both peacetime and wartime to military services, civilian agencies, and foreign countries. If U.S. forces eat it, wear it, maintain equipment with it, or burn it as fuel. DLA probably provides it. DLA supplies almost every consumable item U.S. military services need to operate. The agency helps dispose of material and equipment that is no longer needed. The DLA must provide items faster, better, and cheaper. This requires business systems modernization (BSM), the most far-reaching transformation of business processes and technology attempted at DLA. A primary tool of BSM is sales and operations planning (S&OP), which is critical to managing supply and demand. This session will offer a case study and up-front view of S&OP at DLA.
Wrap up/Future
Executive S&OP: How to Get Top Management Involved
Robert A. Stahl
President, R.A. Stahl Company
Sales and operations planning (S&OP) has emerged as an essential set of management tools in this age of global operations, worldwide supply chains, and increasingly demanding customers. Its primary component—executive S&OP—has rightfully been called "top management's handle on the business." Without top managers' participation, the substantial benefits of S&OP cannot be realized. This interactive session will be a multipart case study that will address the issues of gaining and sustaining not only top management commitment, but hands-on participation.
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Broad Overview
Lean Material Flow with Forklift Free Operations: Considerations for Success
Larry Tyler
President, Kinetic Technologies, Inc.
Increasingly, company leaders are mandating the transformation to lean manufacturing. Going lean presents challenges to established company culture, managers, engineers, and production personnel. Plus, the transformation can inhibit manufacturing methods, including material flow. This presentation will address the challenges and the considerations for achieving success when converting to forklift-free operation. Topics discussed will include team building, concurrent planning incorporating the four key aspects of forklift-free system design, common challenges, and application details. Participants will gain an understanding of the benefits and challenges related to forklift-free, lean material flow system.
Specific Issues
Human Aspects of Lean Implementation
Angel De Sevilla
Principal, Lean Solutions Manufacturing Consultants
Most lean initiatives involve the use of complex tools to implement cost reductions. However, decision makers seldom focus on the people who must implement these tools and live with the consequences. By ignoring the dynamics of human involvement in change implementation, initiatives often are set up for failure. The presentation will addresses change management techniques, elements of successful change implementation, and effective involvement of stakeholders. Managers considering the implementation of a new lean program (or other change initiatives) as well as those struggling with implementing change in an organization should attend this session.
Specific Issues
Critical Thinking Your Way to Supply Chain Success
Ed White, CPIM, CIRM
Supply Chain Specialist, Bayer Canada Inc. Material Science Division
In today's economy, effective companies have a competitive advantage—they have less waste in the system. Eliminating, simplifying, or improving processes can provide this important competitive advantage. This discussion examines how professionals can encourage employees and co-workers to simplify and improve processes. Participants will examine corporate culture, root cause analysis, and tools available to identify issues and possible solutions.
Specific Issues
Sustainability: The Final Frontier
Sandra Miller, CPIM, CIRM
CIO, XStream Lean LLC
For the past 10 years, companies have been jumping on the lean six sigma bandwagon, spending millions of dollars in the pursuit of "perfection." What have companies been able to sustain? This session will explore how to measure what has been accomplished, what needs to be done immediately, and where changes should be made for tomorrow.
Mini Workshop
Appreciative Problem Solving
Steve Siegel
President, Teamwell Consulting
In today's world of constant change, the ability of organization leaders to continually adjust their processes, resources, and systems in order to meet the demanding needs of their customers is crucial. The use of appreciative inquiry (AI) to solve the problems that arise is a powerful enabler. The presenter teaches organization decision makers how to learn from their pasts and create a future built on their successes. In this appreciative problem solving session, participants will learn and practice a proven method which has been applied in a variety of settings, including manufacturing, health care, and education.
Case Studies
General Pencil vs. China, A Case Study
Richard Cathers, CPIM
President, MicroCraft
This presentation will demonstrate how a 120-year-old, New Jersey manufacturer of wooden pencils used APICS education, lean techniques, and a union workforce to beat the competition from China in selling this basic commodity product to retailers in the United States. This session implements a case study, lecture, interactive discussion, and question & answer. Participants will learn how General Pencil Company developed an education program for its workforce and designed a basic pull system for authorizing work. Plus, participants will see how the physical layout of the plant was rearranged to support this new system.
Wrap up/Future
A Lean Job Shop - It Really Works
H. David Paris, CFPIM, CIRM, C.P.M.
COO, Bennett Steel, Inc.
This case study demonstrates how all 14 elements of lean apply to all manufacturing, including the job shop. Participants will learn the necessary steps to sustain lean, including creating flow in job-shop-type manufacturing. Participants also will discern how production layout can create or prevent flow. Lastly, attendees will explore how to institute standard work and accomplish smoothing while producing dissimilar items. The presentation will include pictures of the manufacturing processes including saw, drill, layout, fit-up, and welding. Plus, it will review workplace organization and address all eight elements of waste.
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Inventory/Distribution/Auto-ID/Warehousing
Broad Overview
Global Deployment and Distribution Solutions
Everyday, the U.S. Transportation Command provides transportation, sustainment, and distribution to U.S. troops. The command fully supports and is on the leading edge of U.S. Department of Defense (DOD) transformation efforts for a seamless, wholly integrated, synchronized end-to-end deployment and distribution system under a single unified commander. The system provides responsive support to troops throughout the continuum of peace and war. Since becoming DOD's distribution process owner in September 2003, U.S. Transportation Command is the single entity directing and supervising the strategic distribution system. The command also manages the supply chain-related information technology systems, and it has the authority to establish commercial transportation contracts. This session provides insight, including information regarding bar coding and auto ID, into best practices by the U.S. Transportation Command.
Specific Issues
Dynamic ABC Classes Reduce Excess Inventories
Gary Gossard
President, IQR International
This session explains and demonstrates how dynamic, demand-driven ABC classifications and simple dollar-focused logic can dramatically reduce excess inventories. Participants will discover how to identify inventory reduction potential by part number, supplier, product line, location, and stock type. ABC classifications are not just for cycle counting any more. Case studies will illustrate how to use data in current systems to increase inventory turns, improve cash flow, and avoid obsolescence.
Specific Issues
RFID & SCM Integration
Alan Estevez
DOD
Specific Issues
Is Postponement Still Alive? Today More Than Ever
Juan Sebastian Valencia
Senior Consultant, Clarkston Consulting
Is postponement the right strategy for today's manufacturing environment? Participants will learn through a series of case studies and real-life experiences why postponement continues to be a key differentiator for leading manufacturing companies. Case studies will highlight companies successfully using postponement to satisfy complex market demand, including shorter product lifecycles, increasing complexity of the consumer's purchasing patterns and behaviors, supply chain globalization, and the shift of power toward retailers. Participants will learn why postponement is relevant today and will be in years to come.
Mini Workshops
How to Determine and Sustain Key MPS, MRP, and DRP Planning Factors
Alan Milliken, CFPIM, CIRM, CSCP
Business Process Solutions – Manager, BASF Corporation
The master production schedule, material requirements plan, and distribution requirements plan are decided by a combination of inputs (such as forecasts, schedules, and bills of material) and controls (such as key planning factors). Selecting the appropriate planning type, lot size, order quantity, lead time, and safety stock are critical to achieving best results. Sustaining the correct setting for each of these through periodic review and revision is a must for the planner-scheduler. In this interactive, hands-on session, participants will learn by doing. The presenter will provide instruction on how to determine planning factors. Then, participants will complete exercises and discuss results.
Case Studies
Got Brush Chippers? Supply Chain Management Extended to an Independent Dealer Network
Karen Schiebout, CPIM
Production Control Manager, Vermeer Corp
Vermeer has been on a lean journey for the last decade, and leaders decided the next step in this endeavor was to use a pull or replenishment system to fill dealer-yard inventory. Several road blocks have been hurdled to create a process embraced by Vermeer's independent dealer network, where inventory of equipment is replenished as it is retailed based on dealer controlled min-max quantities. The system involves trust and commitment on both sides, and has resulted in readily available product, satisfied customers and dealers, and a system that truly pulls product to point of use.
Wrap up/Future
RFID in Your Future
Jack Cook, CFPIM, CSCP
Associate Professor, Rochester Institute of Technology
Radio frequency identification (RFID) is revolutionalizing asset tracking, inventory management, and supply chain execution; plus, it ultimately is creating new applications for personal use. The potential of RFID to increase visibility and efficiency throughout the supply chain is driving change throughout the system. This presentation examines how RFID will impact grocery store operations as well as how it will change the shopping experience for consumers. Then, the implications for businesses upstream in the supply chain and downstream for consumers will be discussed, including social and environmental ramifications. Lastly, details concerning how to make a business case for implementing RFID will be provided.
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Broad Overview
Career Insurance: Identifying and Presenting Your Expertise Effectively
Gary Pezzuti
Senior Partner, Summit Group Consultants
This session will provide professionals with the tools and instruction on how to consider and present your expertise in disciplines, rather than jobs or titles. In the process participants will come to know how much they really do know as well as how versatile and transferable their experience is. With this deeper appreciation, people can become more effective in their professions and for their employers, enabling the actual application of an APICS education.
Specific Issues
Logistics Human Capital Strategic Plan
Peter Rice
The U.S. Department of Defense (DOD) Logistics HCS vision is an integrated, agile, and high-performing future workforce of multifaceted logisticians that can succeed in a joint operating environment. The bedrock on which this vision is achieved is competency-based management of the DOD's logistics workforce, manifest in the creation of a logistics career roadmap with a common lexicon and set of logistics competencies and proficiencies. Operationalized through a DOD Logistics Career Development Framework, this roadmap provides the future logistics workforce with the right mix of function-specific subject matter experts and multifaceted enterprise logisticians. Participants will learn about the HCS vision and its implementation throughout the U.S. armed services.
Specific Issues
Are You Thinking What I'm Thinking?
Jim Hall, DOD
Professional Guide, pnr, LLC
Relationships are tough in life and business! Men are from Mars, women are from Venus, and the same idea holds true when examining the dynamics between business partners. The two entities simply are approaching the market from two different perspectives. How do businesspeople identify what's important to their business partners while maintaining their own objectives? Can they find common ground to mutually grow market share profitably? Can professionals manage their business relationships with other significant partners, and what are the expectations? Participants will learn how to improve the effectiveness of the channel relationship. Topics, such as developing an action plan that includes your partner's input, mutual marketing programs, core competency, and communication, will be discussed.
Specific Issues
What They Didn't Tell You In Lean Training About Implementing Change
Tom Schulte
Principle, TS Consulting
Members of improvement teams often spend many hours creating plans that could help their businesses eliminate waste and add value to their customers, only to see their well-thought-out ideas never get fully implemented. Developing the ideas seems much more understood by most teams than how to implement and manage the changes that come with those ideas. This presentation will cover the key elements necessary for understanding the change process and the step-by-step tools needed for the preparation, implementation, and follow-up necessary to successfully integrate new strategies into every-day work routines.
Mini Workshop
Measurements, Accountability and Guerrilla Rewards - Cheap Ways to Motivate Your Workforce
Kaye Cee McKay, CSCP
Principal, Creative Web
Besides death and taxes, one thing everyone can count on is change. Keeping teams on the path of continuous improvement can be a challenge, but there is power in the winning combination of measurements, accountability, and rewards. An old adage says "what gets measured gets done," however that's only the first step. Leaders can stop the nagging and frustration by learning how to bring about real (and lasting) change.
Case Studies
Take This Job and Shove It!
Allison Leer, CFPIM, CIRM, C.P.M.
Global Demand Management Center, Eli Lilly and Company
The list of reasons why people indicate they don't like their jobs is as long as the list of management and self-help books in the bookstore claiming to have a solution. Trying to figure out what advice to follow can leave a professional drowning in a sea of confusion. In this session, there will be a life ring! Presenters have combined years of experience and learning from books, education programs, and the school of hard knocks into a simple, easy-to-follow approach that will enable participants to make their own jobs more satisfying and enjoyable.
Wrap up/Future
The Future of Online Learning and You
Anne Haberkorn, CFPIM, CIRM, CSCP, Jonah
Lead Supply Chain Solutions Instructor, Fox Valley Technical College
Life-long learning is a certainty in this constantly changing world. How will experts plan for their professional development? Operations professionals struggle to balance work, family, and personal commitments. Online learning is one way they can accomplish all of these goals. Online learning opportunities are evolving, and they certainly will look different in the year 2020. This session will explore the future of online learning, what learning communities are, and if human interaction in the classroom is obsolete. Participants will explore how they might receive professional education in the future.
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