Volume 20, 2017 $10.00
Innovation: Journey to Excellence
Customer-Centricity = Talent Supply & Success-ifi cation Demand: More Than an The Urgency Economics to Digitally Problem Transform Global Supply 2017 Circle of Chains Excellence Award Recipient: IBM The Evolution of Supply Supply Chain Management Forecasting: Foggy with a Chance of The Very Model Progress of a Modern The Keys to Executive Business Risk Presence: Balancing Approach Authenticity and Authority What You Need to Know SCLA 2017 About the Directory and Physical Internet Reference Guide
Distribution Business Management Journal
9 Editor’s Letter 23 SCLA 2017 Directory and Reference Guide 10 Customer-Centricity = Success-ification 56 IBM Earns the 2017 DBMA Today’s customers have more Circle of Excellence Award options — and higher expecta- IBM continues to live up to tions — than ever before. Busi- — and beyond — the corporate- nesses that want to thrive have social responsibility principles it to make customers’ priorities first codified more than 50 years their own priorities. ago. In recognition of IBM’s farsightedness and its commit- 12 The Urgency to Digitally ment to sustainability, DBMA Transform Global Supply is honored to name Big Blue Chains the winner of the 2017 Circle of From different computer lan- Excellence Award. guages to unorthodox spread- sheet formatting, the world of 59 Doug Evans Earns DBMA’s supply chain is full of inefficien- 2017 Distinguished Service cies that could be solved by Award harnessing the power of multi- enterprise networks. 60 Supply Chain Forecasting: Foggy with a Chance of 14 The Evolution of Supply Progress Management Item proliferation, not sales, has In our fragmented supply world, made supply chains into the price matters, just not nearly as complex behemoths many have much as you think. become. Collecting the right data and analyzing it using the 16 The Very Model of a Modern right tools will enable you to Business Risk Approach wring order from chaos. The strongest aspect of your supply chain may well be your 64 The Keys to Executive Pres- ability to recognize its weak- ence: Balancing Authenticity nesses and adapt accordingly. and Authority Commanding a room can seem 18 What You Need to Know like a magic trick or genetic gift. About the Physical Internet It’s neither, and you can do it Imagine a world where trucks once you believe it’s possible carried goods as efficiently as and put a little work in. the internet carries information. That world is closer than you 66 Georgia Tech Supply Chain might think. & Logistics Institute (SCL) Each year the DBM Association, 20 Talent Supply & Demand: in conjunction with a recognized More Than an Economics university, awards the Certificate Problem of Advanced Education at the To find and retain the best SCLA Annual Executive Busi- employees, start by identifying ness Forum. For 2017 Georgia exactly what you want them to Tech was chosen to co-award be the best at. the certificate.
5 Distribution IN THIS ISSUE: Business Management The Permanent Journal
Revolution of Amy Z. Thorn Editorial Director Progress John T. Thorn Executive Publisher Ron Malec Director Creative Services Amy Marie Patton The world we live in now is becoming ever more intercon- Director of Administration nected and interdependent, and modern business operates Contributing Columnists with a speed, responsiveness and awareness that would have Kurt Cavano Sean P. Goffnett, Ph.D. sounded like science fiction in the not very distant past. Omar Keith Helferich, Ph.D. John Lash While technology boosts our ambition and expectations like a Jeff Metersky Allison Shapira moon rocket, certain fundamentals remain. Customers expect Jim Tompkins Shelley Wunder-Smith value; shareholders expect returns; resources remain finite Richard R. Young, Ph.D. and corporate-social responsibility remains paramount. Zach G. Zacharia, Ph.D.
If someone tells you they know what the world’s going to look Published annually by: like in 10 years, smile politely and remember “The Jetsons.” Distribution Business The promise of technology is virtually boundless, making the Management Association change it will bring essentially unknowable. So, while we wait 2938 Columbia Ave., Suite 1102 Lancaster, PA 17603 for our flying cars and robot maids, we should always keep Phone: 717-295-0033 Fax: 717-299-2154 sight of the fundamentals. e-mail: [email protected] www.DCenter.com This issue of the DBM Journal as well as the 2017 Supply Distribution Business Management Journal, Chain Leaders in Action executive forum offers strategic in- A DBM Publication 2938 Columbia Avenue, Suite 1102 sights for companies hoping to get more from their supply Lancaster, PA 17603 Internet: http://www.DCenter.com chains in the years to come. Journal Reprints: 717-295-0033 Distribution Business Management Journal (ISSN 1535-1254) is published annually by DBM, Inc., 2938 Columbia Avenue, Suite 1102, Lancaster, PA 17603, phone 717-295-0033, fax, 717-299-2154, internet http://www.DCenter.com. Periodicals postage paid at Lancaster, PA and at additional mailing offices. Postmaster send address changes to DBM Journal, 2938 Co- lumbia Avenue, Suite 1102, Lancaster, PA 17603. Subscriptions in the U.S. $20.00 for one year, $35.00 for two years, single copies $10.00. Subscriptions in Canada $25.00 for one year, $45.00 for two years, single copies $7.00. Outside the U.S. and Canada, $30.00 for one year, $55.00 for two years. Interna- tional single copy $15.00. Send remittance in advance to DBM, 2938 Columbia Avenue, Suite 1102, Lancaster, PA 17603.
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LETTER FROM THE EDITORIAL DIRECTOR
This issue of the DBM Journal addresses As most everyone knows, fixing some- the industry-wide challenges facing thing broken is worlds harder than doing today’s supply chains and provides bright the minor — but continual — upkeep that perspectives and apt strategies on how prevents the thing from breaking. In this to drive performance through lean lead- way, supply chains are just like every other ership, innovation and a winning global thing. Understanding your supply chain’s strategy. weaknesses will allow you to address We are proud to share with you not just them and keep working, instead of burning the sound and effective practices that time and money fixing a system knocked separate ordinary businesses from firms offline by a problem that could have been that achieve truly exceptional success, but planned for. it’s also our pleasure to get together every Penn State Professor Richard Young tells year at SCLA to share the struggles we all the engaging story of why modern compa- face and discuss how we overcome them nies operate their supply chains the way together. they do. Along the way, you’ll see how Innovation: The articles presented here offer some of OPEC, the Federal Reserve and Al Qaeda the creative and pioneering ideas in supply helped shape our journey to where we are Journey to chain management, corporate leadership today. Excellence and philanthropic efforts from the best Finally, Zach Zacharia of Lehigh University minds in business and academia. gives a clear, thorough and enlightening Harvard University’s Allison Shapira lays explanation of the “Physical Internet.” out the fundamentals — and fundamental Using real-world examples and jargon- importance — of carrying yourself with free English, Zacharia elucidates what the what she calls “Executive Presence.” It “Physical Internet” is, and how it has the doesn’t matter how talented or intelligent potential to change all our lives. you are if you don’t comport yourself with Progress demands that courageous, skill- authenticity and confidence, Shapira says. ful leaders seize the opportunity to change Any aspiring leader should take her les- things for the better. The SCLA 2017 sons to heart. program was crafted by such leaders to As the complexity of supply chains have provide the prerequisites for creating sus- grown, they’ve become increasingly inef- tainable innovation, a collaborative team ficient and costly for many businesses. culture and sanguine worldview. Armed with the right data and the know- Many thanks to the following SCLA 2017 how to interpret it, however, companies program chairs: Ken McDowell, Execu- can improve their forecasting and trim this tive Committee Chair; Jeff Corbett and waste. Rick Sather, Education Committee Chairs; Identifying employees’ skills is a prereq- Renee Ure, Supply Chain Women in Action uisite for corporate success. Strategies for Chair; and super session chairs, Igancio managing talent can mean the difference Arranz, Tom Goldsby, Steve Holic, and between keeping good people or losing Mark Heinrich. A full list of all the exem- them. plary professionals who volunteered their time and talents to bring you the SCLA Technology continues to revolution- 2017 program begins on Page 23 of the ize every aspect of business it touches. program directory. A unified, thoughtful approach to data management and adopting multi-company I thank you all. networks offers a way to harness the power of technology rather than letting it overwhelm you. Acquiring and retaining new customers demands an unwavering focus on four Amy Thorn core tenets. Companies keen on growing Editorial Director, DBM Journal would do well to embrace these.
9 INDUSTRY ARTICLE
• Flexible return options. Customer-Centricity = • Pricing and quality alternatives. Success-ification • Suggestions for related purchases. • Personalization of products. By Jim Tompkins • Wish lists and registries. • Tracking and status updates. Customer-centricity is the quality but also happy shareholders. of an organization placing the Consumer buying patterns are • Special deals of the day, week, customer at its core. changing quickly and creating new month, etc. challenges for today’s logistics • Clear information on customer ser- To become customer-centric, an service provider (LSP). Online buy- vice, warranty, and product support. organization must: ing and three-day/same-day delivery • Help during any point of the buying requirements are pushing retailers experience. and consumer product companies to 1. Provide a wide selection of • Flexible payment options includ- products to the customer. demand more from their LSPs. Gone are the days of business-to- ing credit lines, an online payment 2. Offer good pricing options for the business (B2B) pallet picks and deliv- system and finance plans. customer. eries to retailer warehouses. Shippers Customer expectations are pro- 3. Create a convenient process for want to maintain a single LSP, but thecustomer. foundly disrupting businesses. Below want them to support the require- are several companies that have 4. Provide a good experience for the ments of both B2B and business-to- done extremely well having a cus- customer. consumer (B2C) models. tomer-centric business plan. As B2C grows, contract logistics Customer-centricity may be the arms of integrators now own their 1. Amazon — The online retail giant, single best way to attract and retain networks. They are also growing marketplace and 3PL services pro- new customers. Customer approval, click-and-collect locations, as well vider earns first place in customer- happiness, trust and interaction will as making deliveries to consumers’ centricity. We expect within the strengthen the sales and bottom homes. next few years Amazon to acquire lines of companies big and small. Traditional B2B LSPs are now mov- a distressed major retailer at a bar- Imagine your goal is to offer free ing into B2C with existing customers. gain price and for the firm to rise shipping to major cities in one day, They’re also choosing to establish higher. smaller cities in two days and to fulfillment centers for B2C, or seg- rural areas in three days. How do 2. Costco — The popular warehouse menting warehouses for B2C work club leverages its healthy profit you reasonably deal with a customer for the same customer. who wants two day delivery in a margins, great customer relation- Customers continue to receive ships and success on Tmall. rural area? The key here is not what great experiences and these experi- decision is made, but rather who is ences result in higher and higher ex- 3.Starbucks — Deeply customer- making the decision. pectations. The same can be said for centric, Starbucks also has a keen The challenge for the company, businesses in B2B commerce; firms understanding that retail is now a then, is to provide the customer with are even more demanding from an “tech” industry. enough information to make the experience perspective than custom- decision that meets their expecta- ers. Customers expect the following: The value proposition is what cus- tions. Companies need to realize tomers get for their time and money. the customer is the one making the • Richer product information includ- A business that saves the customer decision and the company’s job is ing, reviews, ratings, demonstra- time and money while delivering in to reasonably and with total open- tions, and help videos. a timely manner, will win business. ness, present pricing options to the • Improved search capabilities. Customers’ expectations for speed of customer so that they can make an delivery continue to grow. Amazon of- informed choice. • Ready social media access. fers same-day delivery to more than Supply chains must be designed to • Real-time inventory availability. 165 million Americans. Two-day deliv- enable the fulfillment of the custom- • Personalized search results. ery three years ago was considered er’s individual expectations. Offering fast. In the near future, same-day de- customers the opportunity to person- • Digital gift cards. livery in large cities, next-day delivery alize their customer service expecta- • Product options. in medium-sized cities (Pittsburgh, tions and designing your supply chain • Product specifications. Pa. for example), and two-day deliv- to that meet those expectations will ery in rural areas will be the norm. ■ not only result in happy customers, • Delivery options.
10
INDUSTRY ARTICLE
To overcome this, companies The Urgency to Digitally need strategies for multi-enterprise collaboration. Transform Global Supply This means all suppliers can see and access the same set of data. So Chains when an order is changed, everyone By Kurt Cavano who needs to know is informed. What makes executing this strategy hard is that it requires partners to Technology is changing every the number of those “very satisfied” adopt a common infrastructure, as industry on the planet, mainly in stood at just five percent. well as a single-instance database the form of disruptive innovation to record engagement across the So what does this mean? supply chain. embodied by Uber, Airbnb and Manufacturers and retailers recognize self-driving vehicles, to name a significant opportunity exists but Agile Execution just a few examples. Accordingly, they aren’t sure where or how to having a smart technology strategy begin, and what to focus on. The multi-enterprise network is becoming an ever-growing Here, the research offers some approach to orchestration is the precondition for a successful direction as to the areas most ripe foundation for agile execution. When business. for delivering value. According to the network is tied in to that same The complex world of supply the study, 94 percent cited supply set of information, firms can act more chain consists of innumerable chain visibility platforms, as well as swiftly in the best interest of the interdependencies that create all big data and analytics, as essential supply chain. kinds of headaches for just about for technology investment. About 80 As growing volumes of data flow everyone. Consider some of the percent mentioned simulation tools into the network regarding order most basic: language, data types and cloud technology as agents of changes and risks, the network and formats, and idiosyncratic change. spreadsheet formatting. Multiply the can process that data and identify Looking to the near future, 95 number of these hassles by the 10, optimal workflow changes, or percent of executives expect supplier 20 or 30 to include all the parties execute tasks to best meet the needs processes to be automated by 2020. in the supply chain and it becomes of the end-customer and the overall Some 94 percent expect that within clear that the potential for error, pain supply chain. five years their organizations will and inefficiency is vast. receive real time status updates from Data Platforms and IoT If the supply chain status quo is across the entire supply chain. So the problem, perhaps the digital the expectations are high, but the At the core of this network is revolution is the solution. progress to date has been slow. In a single platform connecting all Digitization of documentation short, we’ve still got some work to do. these parties and carrying all the and workflow with Tier 1 and Tier 2 essential data. This is a prerequisite A few areas for businesses to to initiatives on the internet of suppliers can deliver significant ROI. focus on as they develop their digital Yet this is only scratching the surface things. The IoT is only meaningful or transformation strategies include successful to the extent that it can of what can come through digital multi-enterprise supplier collaboration, take in data feeds and make sense of supply chain transformation. agile execution and data platforms for them, and then make that data useful In a recent study conducted IoT. for parties on the network. with Capgemini, we surveyed 337 executives in more than 20 countries Multi-enterprise Supplier However, data alone is useless. about technological transformation. Collaboration What gives it power is the network Of these, 75 percent viewed digital A typical supply chain transaction environment in which it resides, and supply chain transformation as an involves between five and 25 trading the ability to turn data into actionable important or very important aspect of partners. Transactions span time insights, and then finally, the ability to business, and 70 percent had already zones, national borders and countless act on it. started some form of digital supply regulations, laws and tariffs. 80 All of these are essential to digital chain reshaping. percent of the data used to execute supply chain transformation. These However, 40 percent said that global supply chain orders resides are core foundational elements that the majority of their transactions not with the Company One, but rather can be expanded upon in years to still use traditional methods such with its suppliers. This presents a come to generate better efficiencies as phone and even fax. One-third significant challenge as the patchwork and cost savings, and more of respondents said they were of systems and communication can importantly, better ways to deliver dissatisfied with their progress make collaboration and coordination value to the end customer. toward a digital supply chain, and quite difficult. 12 America’s largest auto maker as the this new, uber-demanding consumer, iCar: country’s most valuable car company. whose sky-high expectations attained The Automotive Ford recently earmarked $2.8 billion their stratospheric heights thanks to a Industry’s for innovation, on top of the $4.5 billion rocketship called technology. they’ve already spent creating a lineup of Retailers recognize the need to Turbocharged electric cars, and plans to release a fully transform how they order, produce and Tech Revolution autonomous car in 2021. deliver goods to be customer-centric in Volkswagen is rolling out a cloud- new ways, while remaining profitable. New In the automotive industry more than based service to connect the company’s experiences and or services are a must. any other, a technological revolution is trucks to inform owners of maintenance In stores, retailers are innovating transforming the business at lightning needs to forestall costly repairs. The as well. Ralph Lauren has introduced speed. From self-driving cars to old- potential savings for companies that interactive touch-screen mirrors in its fashioned ones that now seamlessly move goods with Volkswagen trucks is fitting rooms. IKEA has deployed virtual integrate with drivers’ smartphones, cars enormous. reality to allow shoppers to explore have morphed from elegant mechanical The auto industry is the most obvious, potential rooms, newly furnished with creations to computers that come with but far from the only sector that’s been natty furniture that they didn’t have to wheels and an engine. reshaped by ones and zeroes and little spend hours assembling in an expletive- The grand transformation vision for silicon bits. Traditional retailers have had rich ordeal. automotive companies is a digitized to adapt to the Amazon-era consumer. Under pressure from non-traditional ecosystem of suppliers, OEMs, dealers This new beast wants every product competitors and demanding consumers, and complementary services that under the sun, wants them offered the supply chain of the future will rely on deliver new customer experiences at a low price and expects them to a network of suppliers, manufacturers and products. This change is already be delivered to his door anywhere in and service providers built around the happening. Stalwarts such as Ford and America in about 36 hours for free. customer, enabling auto companies, G.M. are investing heavily in technology, Retailers across all segments are manufacturers and retailers to deliver and this spring, Tesla Motors eclipsed scrambling to find ways to satisfy new experiences, services and value. ■
09 REFEREED ARTICLE
prices because they paid — and still The Evolution of pay — very low wages. The labor cost chase had been gong on for years, as Supply Management firms began sourcing first from Japan, later to South Korea, Taiwan and oth- ers. Ultimately, of course, the chase led most purchasers to China. By Richard R. Young, Ph.D. Convergence As each of these events occurred, they seemed to build upon their Over time, the process of acquiring The Late 1970s and High Interest predecessors and eventually make the goods and services necessary for Rates — During the presidency of Jim- a transition from transactional to the operation of modern organizations my Carter through the early Reagan strategic. More astute senior man- has borne several labels: buying, pur- administration, interest rates rose to agement began to see procurement chasing, procurement, and, in recent historic levels that they haven’t come as a window on their supply markets, times, supply management. These close to since. (In 1981, the prime rate markets which often had been given monikers are not synonymous, howev- hit 21.5 percent.) With the most signif- little thought because much of the er, but rather describe an ever-broad- icant component of inventory holding postwar era was largely defined by ening role that ranges from what had cost being investment or opportunity buyers’ markets. So if we have a been clerical to what is now strategic. cost, the pressure to reduce inventory supplier not living up to expectations, Fifty years ago, buying was largely became intense. Purchasing smaller we’ll just replace them with one who about placing orders while purchasing lot sizes had been anathema to those can. often focused on the price the orga- aiming for lower prices. While high As senior managers sought increas- nization paid to outsiders for goods interest rates lasted only a few years, ingly strategic input from procure- and services. Success was measured the practice of purchasing solely on ment, there emerged a need for a simplistically through purchase price price had received its second signifi- different terminology. In the midst of variance (PPV), which was the differ- cant challenge in less than a decade. this sea change, Peter Kraljic wrote ence between the price paid for the The Quality Revolution of the Mid- an article for the Harvard Business current transaction and the previous 1980s — In the face of increased in- Review with the provocative title, one. While it was simple to calculate, ternational competition, organizations “Purchasing Must Become Supply in most organizations it also caused sought to improve quality through Management.” It remained little-no- suboptimization to run rampant. There what became known as total quality ticed outside a few forward-thinking are several instances that epitomize management. A cornerstone of TQM academic and corporate circles. Even this phenomenon, which, in fairness, is the seeking out and minimizing now, nearly 35 years later, many firms is much easier to discern with the needless variation. One element that remain unfamiliar with the concept benefit of hindsight. became increasingly obvious was with of supply management and continue The Early 1970s and the Arab Oil the products and materials purchased to fail to reap the strategic advantage Embargo — In response to the U.S. from others. A rationalization of the that it represents. support of Israel in the 1973 Yom supply base became a key element What ABC analysis did for inventory Kippur War, OPEC announced an oil given that the same item obtained management, Kraljic did for sup- embargo against the U.S. and several from multiple suppliers would, inevita- ply management. He said that there other countries. Purchasers soon came bly, be different. The other was found should be a way to view suppliers to understand the energy content of in the need for increased collaboration with regard to the value that they the materials and products that they between purchasing and suppliers, represent, the way that they need to bought. Moreover, those that had which meant more frequent and more be managed, and their costs. If we made decisions solely on price soon robust communications. This forged consider how important the goods discovered the importance of continu- better relationships, but nobody can and services provided by a supplier ity of supply. One purchasing manager have close working relationships with are to us, we can ask about either recalls a key supplier calling him saying dozens of suppliers, let alone hun- their value-adding or profit-producing that there was both good news and dreds or thousands, hence the need to potential. bad news. “The good news is we’re carefully pick and choose. If one can juxtapose the value-add not raising prices, the bad news is we The Post-9/11 Security-focus Era or profit potential with the relative have no availability.” Consequently, — The attacks of September 2001 risk posed by the supply market one purchasers soon sorted through their greatly affected the way purchasers can see how Kraljic arrived at the two- supply base to figure out what was re- went about their job. Globalization by-two matrix that some have labeled ally important and what was less so. offered the opportunity to purchase supply market segmentation, or just from offshore sources that offered low the quadrants.
14 $2 million from some 300 suppliers. suppliers represented materials and Following the analysis the question services where there were repeat became, “So what?” Management buys. Some were the sole for certain looked over the list of 36 firms and spare parts and there relationships concluded that those were the candi- were important. For the balance, dates deserving of additional resourc- some multiyear agreements were put es to help develop closer working in place. There was a transformation relationships. Upon scrutiny, the 300 on more than one level because with suppliers furnishing the mere $2 mil- time, management’s view of supply lion represented some suppliers that management changed. Instead of were seldom used, or frequently used seeing a transactional burden, they with a minimal spend. Hence the lack now saw a central participant. of relationships there. Segmented supply does work and Of the remainder, a number of the exercise clearly illustrates where One Firm’s Application supply management must focus its To illustrate the utility of segmented efforts. Moreover, those 36 suppliers supply, consider the actual example in the previous example also turned of a medium size division of an in- out to be the firms responsible for dustrial products firm that had about much of the innovation. $100 million distributed across 475 In a segmented supply world, it suppliers. Using Kraljic’s methodol- would be unfair to say that price ogy, the firm decided that there was does not matter, but as industry has approximately $90 million coming learned over the past 50 years, there from just 36 suppliers. That is, 90 per- are many other compelling elements cent of the spend coming from just to the value proposition and that need 7.5 percent of suppliers. What about to be considered. Failure to do so the others? $8 million was coming detracts from supply’s strategic from 139 suppliers, and the remaining mission. ■
11 INDUSTRY ARTICLE
There are four steps businesses can The Very Model Of A apply to understand and improve the resil- iency of their supply chain network: Assess: Use all available data to identify Modern Business Risk areas of risk. You can use network design models, company KPIs and other metrics Approach to get a complete look at your supply chain. By Jeff Metersky Prioritize: Use the information from the assessment to prioritize scenarios to test further with optimization and simulation For most people, the term supply chain their supply chain operations, thereby technology. risk management brings to mind images gaining a significant and sustained ad- Analyze: Use sensitivity analysis and of hurricanes, fire or labor strikes and the vantage over competitors. Instead of just scenarios to test network designs that havoc these events can wreak on the designing supply chains to be cost-effec- may increase resiliency. Examples of tis supply chain. Seventy-four percent of tive, companies can actively gauge impact include moving inventory to alternate loca- businesses experienced at least one sup- of adverse events and design supply tions or changing suppliers. ply chain disruption in the last 12 months, chains that can tolerate a certain amount Plan: Develop strategies to make a and 38 percent reported a loss in revenue. of disruption. more hardy supply chain, as well as con- Too much focus has been placed on how Knowing that your supply chain is highly tingency plans for potential disruptions. to respond to these events after they oc- reliant on a particular operation, compo- cur; even the contingency and response nent or supplier, and being able to put a Ways to Evaluate Your Supply Chain plans some companies have developed to price on losing that particular variable, al- Resiliency address potential disruptions to maintain lows firms to minimize losses before any business continuity are not good enough. loss-causing event occurs. Risk Exposure Analysis: Many busi- nesses struggle to collect the data and Our supply chains need to be designed, 3. Rapid Response: How should I react build reports that make it easy to identify refined and employed considering the to this unplanned event? and assess areas of potential supply chain tradeoffs between costs, service and risk. Companies that make supply chain design risk. Visualization tools linked with supply And they need to be continuously moni- a core part of their business strategy are chain models give you quick, comprehen- tored to assess threats to performance better prepared for an unforeseen event sive views of the supply chain whenever and financial goals. or the next attack from Mother Nature. you need it. Summarizing non-cost met- When problems arise, these organizations Comprehensive Supply Chain Risk rics such as average distance to customer can leverage their supply chain models Analytics or number of products per facility can and use them to determine the optimal By creating models of the corporate provide understanding of the ability of a Plan B, and determine the potential im- supply chain, companies distill three network to recover from a disruption. pact of a disruption and communicate this central elements of a supply chain risk to suppliers and customers. Simulate Supply Variability: How long mitigation strategy: Visibility, Design and will your operations be impacted if a criti- Turning off a supply node or reducing Rapid Response. cal site is down for an extended period? manufacturing, distribution or transpor- 1. Visibility: What is the current structure Simulations can be used to test actual tation capacity in a model can provide and flow of goods through my supply performance of different network designs valuable insight and a potentially time-sen- chain, its associated performance, and the over varying downtimes. This data can sitive advantage in the face of challenge. monitoring and assessment of adverse show missed orders, inventory levels total Not only can adverse effects be better events? cost and more, and is an invaluable tool understood, but a response plan can be Visibility into what you’re doing today for evaluating resiliency and revealing hid- developed that considers actual costs, is the essential first part of supply chain den flaws in the supply chain. capacities, constraints and current condi- risk analytics. Once you have a model, tions of the supply chain. Multi-Objective Optimization with Risk you can better understand performance Data: Integrate supplier scorecard data, challenges, investigate root causes of Understanding the Resiliency of facility reliability, days of inventory and problems and successes, and visualize Your Network other factors into network optimization risks and their potential impact on your Supply chain optimization is a modish and build a tradeoff curve to visualize the operations. term, but an optimized supply chain is not costs and benefits of different options. 2. Design: What is the right level of risk necessarily a resilient one. Especially if Automation of Assessment and Priori- to build into my supply chain? the single design objective is to minimize tization: New technologies will enable Models of the end-to-end supply chain cost. Supply chain resiliency focuses on businesses to automate the analysis of allow companies to examine how the designing your business and supply chain a disruption at each of the sites in their supply chain will perform under a wide to quickly bounce back from disruptions. supply chain or to simulate numerous net- range of market conditions and assump- You can use modeling technology to work designs’ ability to improve resiliency. tions, and analyze the tradeoffs between accurately identify and quantify potential Options like these can help companies cost, service and risk. These companies supply chain risks and their corresponding focus their planning efforts only on the can then mitigate business risk through costs, and develop mitigation strategies to sites most critical to the reliability of their build resiliency into your operations. informed engineering and refinement of operations. ■ 16 13 REFEREED ARTICLE
separate packets that are auto- What You Need to matically routed through the most efficient network path. One packet Know About the may go through New York, London, and Dubai and arrive in Sydney, Physical Internet while another packet of information may route through Los Angeles to Tokyo to Sydney. Once the individual By Zach G. Zacharia, Ph.D. packets arrive, the image is recon- structed and you get a full picture. This happens seamlessly. First, there was the Internet, which platforms and continents. That is the So how could that apply to trans- revolutionized the way we commu- vision of the Physical Internet, which porting freight? nicate and conduct commerce on a is attracting not only considerable We know for a fact that 20 percent global scale. Then came the Internet buzz in the logistics industry, but of all trucks in the U.S. are traveling of Things, which is making the prod- significant investments, especially empty at any one time. That’s called ucts and devices we use — from within the European Union. dead-heading. Having dropped off home furnishings and appliances, the load they were carrying, they such as lamps and home entertain- Applying Internet Principles to the Physical World now have to drive to the location ment centers, to sensors embedded where their next load awaits. Reduc- in controls on bridges, roadways As someone who has devoted ing the amount of dead-heading is and buildings — even smarter and much of my research career to one of the keys to reducing ineffi- more efficient by enabling them to logistics and buyer-supplier relation- ciency in trucking. transmit information and connect- ships, I am tremendously excited The Physical Internet offers a pos- ing them through the cloud-based by the game-changing potential sible solution based on the Internet Internet. that the Physical Internet offers. I example I just offered. Montreuil The next leap forward is the Physi- have recently joined the research suggests that the optimum means cal Internet, a relatively new concept team of Benoit Montreuil, Eric Bal- of transporting goods is by agreeing that envisions applying the tech- lot of MINES Paris Tech, and Horst on a standardized set of boxes (think nologies and methodologies of the Treiblmaier of Modul University in of the standardized TCP/IP proto- digital Internet to the physical world. Vienna, to develop a handbook on cols) that could snap together into If you are unfamiliar with the term, the Physical Internet to be published one 40-foot container. This would you’re not alone. by MacMillan Publishers in 2018. free the supply chain from fragment- Pioneered by Benoit Montreuil of Let me share just two examples of ed shipments and proprietary dedi- Georgia Tech University, the Physical what it means to apply the tech- cated networks. In theory, a single Internet is a boundary-spanning field nologies and methodologies of the shipment can begin traveling by of research and practice that seeks digital Internet to the physical world. road and, if it encounters a problem, to optimize logistical processes to One of the most important technolo- switch to another transportation create more efficient, effective and gies that makes the Internet work mode such as rail or water provided sustainable supply chains. is the way it moves data around the that mode is more efficient. The fact is that the way we cur- world by subdividing it into informa- Another way to improve efficiency rently transport, store and handle tion packets with header information would be to share information freight is unsustainable from an eco- that relays how the subdivided pack- about available capacity in differ- nomic, environmental and societal ets have to be put back together ent logistics networks in real time. perspective. Inefficiency is built into again, following TCP/IP protocols. A standard 40-foot container can virtually every step of our processes, Having standardized protocols carry about 40,000 pounds and has from empty trucks dead-heading 50 means the process is platform-inde- about 2,300 cubic feet of capacity. or even 100 miles to pick up their pendent — it makes no difference If you are shipping potato chips, next loads, to vast distribution cen- if you’re looking at the information you can fill the truck by volume ters that sit underutilized for days or on a computer running on Apple’s and have only 11,000 pounds in the weeks on end. MacOS, Linux, Microsoft Windows, truck, leaving 29,000 pounds un- or another platform, or even on your used. Conversely, if you are shipping Imagine instead a global logistics smartphone, tablet or smartwatch. system that moves products in stan- rolled steel, you will quickly reach dard-sized, modular containers as ef- So if you send a 25 MB photo maximum weight at about 200 cubic ficiently and seamlessly as the Inter- from Bethlehem, Pa., to Sydney, feet, leaving about 2000 cubic feet net moves digital information across Australia, that file will be broken into available.
18 If we can get both the potato before that driver gets enough Fewer trucks are on the road, which chip manufacturer and the steel paying loads in the right direction to helps relieve traffic and greenhouse manufacturer to work together, both get back home. The stress of long gas emissions. would save money by getting a spells away from home is one of These are admittedly simple better rate and the container would the critical factors that often makes examples, and yes, there are signifi- have a higher utilization, increasing drivers quit long-haul trucking. cant challenges to turning that vi- efficiency. So imagine instead that the same sion into a reality, including convinc- Improving Quality of Life for Truck driver hauls a full container com- ing the logistics industry to agree Drivers posed of differently sized, standard- on standardized protocols instead of ized, individual modules five hours the proprietary system currently in The Physical Internet also could to a hub, literally drops it off by place. Overcoming those challenges address the vexing problem of high unhooking the container from his are what Physical Internet research- turnover and shortages for over truck, picks up another container, ers are working on today. the road (OTR) truck drivers in the drops it off at a hub near home and While the ultimate goal of a true, industry. Currently, an OTR truck ends the night sleeping in his or Physical Internet might be a nirvana, driver, following the federal Hours her own bed. Meanwhile, that first there is no doubt that we will gain of Service rules of 11 hours cumu- container is picked up by another significant efficiencies as we share lative driving in a day, would take driver, who hauls it five hours and information and develop intercon- about four-and-a-half days to haul a drops it off, where it is picked up nectivity in logistics systems. They load from New York to Los Angeles. by another driver, and on it goes to might not be 100 percent of what a Then, depending on where the next Los Angeles. In theory, the product fully realized Physical Internet would load is picked up, the trip home never stops moving and could make bring, but even a 10 or 20 percent would again be at least another five it across the country in two days. increase in efficiency would mean days, assuming you were able to Dead-heading is greatly reduced billions of dollars in savings to the get a full truckload going straight or eliminated. The driver’s job logistics industry and, ultimately, to back to New York. More realisti- satisfaction is immensely improved all of us as consumers. ■ cally it will take two or three weeks thanks to being home at night.
Save the Date for SCLA 2018!
• Executive Committee Meeting • Annual Executive Business Fo rum January 9 - 10, 2018 June 4 - 6, 2018 Fort Lauderdale, Florida Scottsdale, Arizona
19 REFEREED ARTICLE
Talent Supply & Demand: More Than An Economics Problem
By Sean P. Goffnett, Ph.D. Co-authored by Brian Gibson, Ph.D., Mark Spieles, Ph.D., and Zac Williams, Ph.D.
Talent management is an essential component of a • Skill demand was identified based on skill importance and firm’s competitive strategy. It ensures the right people, the degree to which the firm is strong in this area. Highly with the right knowledge and skills, are available at important skills with low internal capability lead to greater the right time in the right positions to achieve the right demand. performance. A supply chain successfully managed by a skilled workforce can be a source of greater perfor- Key Findings mance and competitive advantage. Participants evaluated the degree to which 19 skills Unfortunately, many firms are having a hard time are perceived to be important (CI), the current capability attracting and retaining skilled supply chain profession- (CC) of the firm, and current availability (CA) in today’s als. It is imperative that business leaders develop talent external labor market. Participants were also asked to as- management strategies to help them build a properly sess the degree to which the skill will be important in the skilled supply chain team. future (FI). Table 2 lists mean scores for CC, CA, CI, and FI for the 19 skills and presents their relative importance Research Focus and Approach rankings. Identifying essential skills is a first step to launching Looking strictly at importance, the most important an effective supply chain talent strategy. The next step skills were Problem-Solving, Communication, and Analyti- is to identify and resolve skills gaps. A skills audit identi- cal Skills. Leadership and Relationship skills have greater fies the capabilities needed in specific positions, and importance for the future as shown by the significant their relative importance. changes in rank. We surveyed supply chain leaders in nearly 200 firms about skills deemed critical to the profession. The Table 2 — Skill List with Mean Ratings for Capability, participants were asked to assess these in terms of cur- Availability and Importance rent and future importance (1 = not important, 5 = very important), as well as internal and external availability (1 CI CC CA FI Rank Rank = no one has these skills, 5 = many people have these M M M M Current Future RANK skills). The survey participants represent a broad cross- SKILL CODE Imp. Imp. � section of firm types and sizes. S1 = Analytical skills 4.47 3.66 3.33 4.46 3 3 0 S2 = Communication 4.56 3.56 3.37 4.51 2 1 1 Table 1 — Characteristics of Participating Companies S3 = Change management 4.14 3.31 2.84 4.29 12 10 2 S4 = Project management 3.97 3.36 3.08 4.11 15 15 0 Firm Number of Annual S5 = Problem solving 4.59 3.66 3.41 4.47 1 2 -1 Type Employees Revenue S6 = Leadership 4.26 3.35 3.01 4.38 8 5 3 Manufacturer 48.3% Under 1,000 21.7% Under $1 billion 36.9% S7 = Ability to plan 4.19 3.59 3.27 4.17 11 12 -1 Transportation/3PL 31.3% 1,000-9,999 34.3% $1 billion – $9.9 billion 33.5% S8 = Decision making 4.35 3.60 3.23 4.31 5 8 -3 S9 = Creative thinking 4.01 3.22 3.05 4.13 14 13 1 Retailer/Wholesaler 20.5% 10,000 & up 44.0% Over $10 billion 26.1% S10 = Relationship 4.22 3.55 3.25 4.32 10 7 3 Our approach is a gap analysis technique based on S11 = Negotiation 3.63 3.11 2.90 3.80 17 19 -2 the Matilla and James Importance-Performance Matrix. S12 = Financial analysis 3.60 3.11 3.01 3.92 19 18 1 The IPM utilizes a 2x2 layout where the horizontal axis S13 = Technical capability 3.62 3.38 3.31 4.03 18 17 1 reflects the degree of perceived attribute importance S14 = Big picture 4.26 3.15 2.87 4.29 9 11 -2 while the vertical axis reflects the perceived attribute S15 = Active listening 4.10 3.32 3.09 4.13 13 14 -1 performance level. Our approach also evaluates indica- S16 = Ability to learn quickly 4.40 3.76 3.76 4.39 4 4 0 tors of skill supply and demands: S17 = Ability to work in teams 4.34 3.83 3.75 4.37 6 6 0 • Skill supply was identified based on skill importance and S18 = Ability to handle high pressure 4.30 3.70 3.10 4.31 7 9 -2 the degree to which it’s available in the labor market. S19 = Measurement/assessment 3.85 3.36 3.18 4.06 16 16 0 Highly important skills with low availability are in limited Mean of Skill set (Column Average) 4.15 3.45 3.20 4.23 supply.
20 Focusing solely on importance may not fully reflect Figure 2 Current Importance Relative to Current Availability the actual need for a given skill. A more complete ap- proach aims to assess importance relative to current internal capabilities and external availability. Importance ratings were plotted on the horizontal axis against another key variable, on the vertical axis, and then categorized as high (above) or low (below) the overall mean. Additional highlighted regions were defined to assist with interpretation and decision making. The red colored region or the “Red Zone” outlines skills that are a priority based on limited capability or availability, and high importance. The results help distill which skills are essential — yet not always available, according to industry profession- als. Our analysis revealed that three critical skills fell into the Red Zone in multiple matrices: Leadership, Seeing the Big Picture, and the Ability to Work under Pressure. Firms need to close these gaps by developing the needed skills internally or sourcing the skills in the external marketplace. Figure 1 shows current importance versus current Figure 3 highlights each skill’s future importance versus capability. The results show firms have high current current availability. The results indicate firms view Ana- capability of Analytical and Problem Solving Skills, which lytical and Problem Solving Skills as having high current they also deem highly important. This likely represents availability and high future importance, which suggests an adequate amount of skill in this area and could even adequate supply for meeting future demand. However, in indicate a surplus. Firms face challenges in the Red this category, firms are again challenged as they perceive Zone where there’s a low current capability of highly low current availability in Leadership (S6), Seeing the Big important skills, specifically Leadership (S6) and Seeing Picture (S14), and the Ability to Handle High Pressure the Big Picture (S14). (S18), skills deemed important for the future.
Figure 1 Current Importance Relative to Current Capability Figure 3 Future Importance Relative to Current Availability
Figure 2 presents each skill in terms of current impor- Closing the Gap: SCM Leadership tance versus current availability. The results indicate that Leadership is an essential skill that helps individuals firms perceive high current availability and high impor- manage the complicated dynamics of change. Adaptive tance with Analytical and Problem Solving Skills. Where leaders provide direction and shape norms while over- firms appear weakest are in Leadership (S6), Seeing the seeing change within the firm. Big Picture (S14), and the Ability to Handle High Pres- sure (S18).
21 Internal Development Plans tional and cross-firm projects. Their skills should include Leadership skills can be developed internally by the ability to identify problems, define relationships placing employees in project-heading roles and by and develop potential solutions. Finally, these individu- developing leadership-adjacent skills, so to speak. als must understand how to connect the dots between These include communication, relationship building and strategy, execution and financial outcomes. Often these change management. Developing stronger communi- big picture thinkers can be found at supply chain con- cation and relationship skills can come from ongoing ferences making presentations on their latest project team engagement. Giving an individual responsibility successes. for a project and communicating overall goals, specific targets and performance results in meetings is a good Closing the Gap: Working Under Pressure way to build confidence and experience. Over time, the Working under pressure is a supply chain reality. This individual can grow to lead larger projects, teams and industry never sleeps and there’s always risk of high vis- functions. ibility disruptions that carry large consequences. Supply chain professionals must be able to adapt to pressure- External Search Strategy packed situations with level-headedness and resiliency. In sports, we often see coaching changes where an individual with success at a smaller program is tapped Internal Development Plan to head a larger program or more prominent team. To create a team comfortable with deadlines, ambi- Businesses can follow the same model. For example, a guity and stress, individuals need to experience those director of distribution for a technology company that conditions. Doing so in a training exercise, disruption successfully led a new product launch with up front simulation or a continuity plan test is far preferable to demand might make an excellent candidate for a VP of being thrust into a real crisis with no experience. These supply chain. conditioning and development initiatives help individuals develop the confidence and skills to manage stressful Closing the Gap: Seeing the Big Picture situations. Participating in or even just observing small- Understanding the big picture is the ability to grasp er-scale, new customer launches and other projects how decisions and deliverables effect firm performance helps foster resiliency to stress. Finally, including indi- and supply chain partners. Preparing for the financial viduals in a postmortem meeting following a disruption tradeoffs of a decision, the potential consequences of or problem will increase their knowledge of resources an action, and the widespread impact of a new strategy and work-arounds that enable supply chain profession- can prove the difference between success and failure. als to manage high-pressure situations. Internal Development Plan External Search Strategy Being able to comprehend the big picture is not an It may be difficult to effectively source supply chain easy task, as supply chains involve complex relation- professionals who handle stress well. First, these ships. Individuals with a highly specific and functional individuals are in high demand. Second, it is not a skill focus may not understand the multidimensional nature that’s readily discernable in the hiring process, though of the firm’s activities. one could use simulation/scenario based interviews. To foster big picture thinking, supply chain leaders Thus, companies should look to industry sectors where must help their teams understand how functions and supply chain professionals regularly encounter dead- roles contribute to success. Effective methods for lines, demanding customers and disruptions. These strengthening this ability include job sharing, shad- work factors are the norm in the outsourced-services owing, rotation programs, cross-functional projects, sector. A firm should look to personnel from its logistics participation in strategic planning, and engagement services provider who can be observed in action and with suppliers and customers. Each of these activities have a working knowledge of the firm’s operations. take individuals outside their normal scope of respon- sibility and help them see the supply chain from a Conclusion broader perspective. Removing those functional blind- To minimize talent availability risk, supply chain leaders ers paints a clear picture of the relationship between must effectively forecast the skills needed now as well the individual’s actions, supply chain performance and as the skills that will likely be needed in the future. This firm success. study highlights a straightforward skills audit and gap analysis technique that practitioners can use for gather- External Search Strategy ing and analyzing data for a skills forecast. This technique Finding external talent with the big picture skill can highlighted in this paper can help firms and individuals be challenging. One suggestion is to pursue SCM team identify skills and their relative importance, as well as leaders and consultants with experience on cross-func- measure their own stock of these qualities. ■
22 2017 Supply Chain Leaders in Action Annual Executive Business Forum The Supply Chain Leaders in Action would like to acknowledge our generous sponsors for their support of the following at the 2017 Annual Executive Business Forum:
Circle of Excellence and Distinguished Service Awards Dinner Sponsor
Meeting Engagement App
Welcome Reception Sponsors
First-Timers’ Reception Sponsor
24 General Information
Table of Contents Welcome Letters ...... 26 Conference Schedule ...... 28 Committee Listings ...... 32 Floor Plan & Layout ...... 36 Educational Resource Members ...... 38 Session Abstracts ...... 39 Biographies ...... 45
Registration Hours: The registration desk will be located in Royal Palm Foyer.
Monday, June 5th – 1:00 PM to 9:00 PM Tuesday, June 6th - 7:00 AM to 5:00 PM Wednesday, June 7th - 7:00 AM to 5:00 PM
Peer Group Sessions Locations: Customer Relationship Management – Hibiscus Demand Planning Responsiveness & Supplier Collaboration – Acacia 4-5 Distribution Management, Material Handling & Operational Support – Cypress Inventory Management & Information Technology – Acacia 3 Process Improvement – Acacia 1-2 Senior Executive – Orchid 4 Sourcing, Procurement & Supply Management – Mangrove 1-2 Supply Chain & Logistics Strategy – Orchid 3 Talent Management & Leadership – Acacia 6 Transportation – Banyan 1-2 Peer group sessions will be held Tuesday, June 6th from 9:30 AM to 11:00 AM and Wednesday, June 7th from 11:00 AM to 12:15 PM.
General Sessions, Keynotes, Breakfast & Lunch Locations: All general and keynote sessions, breakfasts and lunches will be held in Royal Palm 1-5. Sunset Veranda will be available for outdoor dining if weather permits.
Social Functions & Committee Meetings: Monday, June 5th 1:00 PM to 1:45 PM - Peer group facilitator meeting – Acacia 7 2:00 PM to 3:00 PM – First timers’ reception – Orchid Ballroom 6:00 PM to 6:45 PM – Peer group meet and greet – Locations vary (see room designations above) 6:45 PM to 8:00 PM - Welcome reception – Mangrove Pool 8:15 PM to 9:00 PM – Mandatory speaker meeting – Royal Palm 1-5
Tuesday, June 6th 1:00 PM to 1:45 PM – Supply Chain Women in Action Committee meeting – Acacia 7 6:30 PM to 9:30 PM – Cocktail reception followed by Circle of Excellence & Distinguished Service Awards Dinner – Sunset Veranda & Vista Terrace (Reception), Orchid Ballroom (Dinner) Wednesday, June 7th 7:00 AM to 7:45 AM – Education Committee meeting – Acacia 7 12:15 PM to 1:15 PM – Circle of Excellence Award Keynote Luncheon – Royal Palm 1-5 5:15 PM to 6:15 PM – Closing Reception – Sunset Veranda
25 Welcome Attendees
Dear Distinguished Colleagues: Can I innovate better with suppliers and get better business outcomes? What can I do to improve cross-functional innova- Welcome to the 12th annual Supply Chain tion within a company? These are just some of the questions I Leaders in Action Executive Business Forum. challenge all of us to explore. I am thrilled to be joining you for another In addition to many sessions around our theme we have sever- great conference. SCLA is a unique and special al additional hot topics in other areas that we include to provide organization where supply chain industry lead- additional insights and development opportunities for all of us. ers, academic thought leaders and experts on One of the mindsets we talk about as part of how we work a variety of topics come together to share knowledge as we all together and interact in SCLA is the idea of “give to get.” Said look to grow our skills and expertise in leadership, business and another way, if we put our time and effort into SCLA we will get supply chain excellence. Whether you are a new member, first many things in return. We have a large number of member com- time participant or have attended SCLA several times in the past panies and academic leaders who are providing great content this will be a great opportunity for you to meet or reconnect with for the conference. It’s a privilege to be part of a group that is colleagues and build lasting relationships. willing to give their time and energy for the SCLA Executive Busi- Our conference theme is “innovation: journey to excellence,” ness Forum. THANK YOU! and there are some excellent keynote speakers, super ses- I hope you enjoy the conference and I wish you the best in sions, hot topics and peer group interactions that explore this your journey into the future! in many ways. The idea of improving innovation is not new, but it remains a huge challenge for all of us as we look to improve and achieve the best overall results. What does it mean to be an innovative leader and what role can and should supply chain Rick Sather leaders play to enable and drive the right outcomes through VP Supply Chain Operations, Link Snacks innovation? How can we innovate better with our customers? 2017 Education Committee Chairman
Welcome to the 12th annual SCLA Forum This year’s Forum looks at all areas of supply chain and the 25th year of DBM. This certainly has starting with the customer, your staff, suppliers and all been an unusual year in politics both national- possible collaborative environments. Building a strong ly and throughout the world. From a business country and supply chain require a firm understanding of perspective, we are hopeful that taxes will others’ needs and the ability to deliver what can realisti- be reduced and business prosper; however, cally be delivered. It is hoped that attendees take away I have been hopeful of this almost my entire many positive experiences to be an effective leader in life. When my dad said, “Get off the couch and get a job,” your company; after all, that is what the SCLA is all about. reality hit. JFK said, “Ask not what your country can do for you In January 1992 the Distribution Business Management but what you can do for your country.” We have come a long Association, a band of universities and corporations, way from those days, and that is an understatement. began what eventually became today’s SCLA. This Forum Recently I attended RILA (the retail association) with marks twenty-five productive years of looking for solu- several long-time SCLA members. They had CNN‘s Ronald tions to issues that keep you up at night in what have Brownstein, the author of The Second Civil War, as a keynote become very complex supply chains. The fact that twen- speaker. You guessed it, today’s Democrats and Republicans. ty–five years have passed illustrates the ability of many Brownstein said, “The party that seeks to harmonize the wid- different corporations and universities coming together est range of interests and perspectives is the one most likely in the spirit of cooperation and teamwork to forge one of to thrive.” If that statement is true, then they both need to go the best executive conferences in the field. As we look to Amazon and look up ‘tin cups’, because that is not what to 2018 it is the hope of the SCLA members that each at- we are seeing in Washington. tendee view the SCLA as a place that welcomes you and I have found that teamwork wins the day - always. Read is there for you in the years ahead. We hope you feel that Boys in the Boat by Daniel James Brown. This is a tale of nine you are a member of the SCLA family, a team that is there people that won gold in the 1936 Olympic rowing competi- for you. tion. When all members of a team look out for each other and truly learn to perform their responsibilities well, success is John T. Thorn, Ph.D. had by everyone. Chairman, Academic Board, DBM
26 23 Innovation: Journey to Excellence SUPER SESSION 1 – Customer-Centric Supply Chains SUPER SESSION 2 – Resiliency: Decoding Disruption and Mitigating Risk SUPER SESSION 3 – Transformational Leadership: Generation Us
MONDAY, JUNE 5TH, 2017 1:00 pm – Registration 9:00 pm Royal Palm Foyer 1:00 pm – Peer Group Facilitator Meeting 1:45 pm Acacia 7 2:00 pm – First Timers’ Reception 3:00 pm Orchid Ballroom 4:00 pm – Keynote – Leadership’s Secret Weapon: High Impact Communication 5:45 pm Royal Palm 1-5 Opening Remarks: Amy Thorn, Executive Director, DBM Association Introduction: Renee Ure, VP, Global Operations Enterprise Services, IBM; 2017 Supply Chain Women in Acton Committee Chair Keynote Speaker: Olivia Schofield, international speaker, trainer and coach Panelists: Mary Iazzetta, Director Global Strategic Sourcing, Verizon Barb Kubicki, Procurement Executive, Bank of America Amy McDermott, Director Marketing & Communications, The Raymond Corporation Lisa Smith, Manager Business Planning, Duke Energy Anita Torrano, Director Center of Excellence CS&L NA, Mondelez International (Sponsored by the Supply Chain Women in Action Committee)
6:00 pm – Peer Groups Meet and Greet 6:45 pm Locations vary. See room assignments on pages 25 or 37. 6:45 pm – Welcome Reception 8:00 pm Mangrove Pool 8:15 pm – Manadory Speaker Meeting 9:00 pm Royal Palm 1-5
TUESDAY, JUNE 6TH, 2017 7:00 am – Registration Open 5:00 pm Royal Palm Foyer 7:00 am – Breakfast 8:00 am Royal Palm Foyer
8:00 am – Welcome, Opening Remarks and Program Overview 8:15 am Royal Palm 1-5 Welcome: Amy Thorn, Executive Director, DBM Association Opening Remarks & Program Overview: : Rick Sather, VP Supply Chain Operations, Link Snacks; 2017 Education Committee Chair
8:15 am – Keynote: Charting the Course Through Demographic Change 9:15 am Royal Palm 1-5 John Maketa, demographer, futurist and author 9:15 am – 9:30 am Break 9:30 am – Peer Groups 11:00 am Locations vary. See room assignments on pages 25 or 37.
11;00 am – Break 11:15 am 11:15 am – Super Session 1 – Customer-Centric Supply Chains: Looking to Super Session 2 – Resiliency: Decoding Disruption and 12:45 pm the End-Customer for Purpose, Opportunity and Profit Mitigating Risk Orchid 1-2 Royal Palm 6-8 Super session chairs: Super session chair: Ignacio Arranz, Director Product Supply Operations, P&G Steve Holic, Sr. Director Physical Distribution Excellence, Philips Tom Goldsby, Ph.D., Professor and Chair, Ohio State University
Opening Remarks & Introduction Opening Remarks & Introduction
28 Innovation: Journey to Excellence SUPER SESSION 1 – Customer-Centric Supply Chains SUPER SESSION 2 – Resiliency: Decoding Disruption and Mitigating Risk SUPER SESSION 3 – Transformational Leadership: Generation Us
TUESDAY, JUNE 6TH, 2017 11:15 am – Case Studies & Panel Discussion Presenters & Interactive Workshop 12:45 – pm David Lande, AVP Logistics, CarMax Ron Marotta, VP International Division, Yusen Logistics (Americas) Benjamin Massie, Executive Director Global Customer Ian McCulloch, Managing Director Supply Chain Strategy & Fulfillment, Lenovo Operations, Duke Energy Michael Parsley, SVP Distribution & Logistics, Tailored Brands Jeff Metersky, VP Solutions Strategy, LLamasoft Pat Visintainer, SVP Global Accounts, Airgas Rich Young, Ph.D., Professor of Supply Chain Management, Pennsylvania State University
Wrap-up & Closing Remarks Wrap-up & Closing Remarks 12:45 pm – Lunch 2:00 pm Sunset Veranda 1:00 pm – Supply Chain Women in Action Committee Meeting & Lunch 1:45 pm Acacia 7 2:00 pm – Hot Topic 1 – Supplier Paradigm Shift: Hot Topic 2 – Better Forecasts = Hot Topic 3 – You’re Being Sold: 3:15 pm Getting More Innovation Through your Better Supply Chain Dependable Leadership During Suppliers Royal Palm 6-8 Acquisition Uncertainty Orchid 1-2 Tom Frese, SVP Fleet, Procurement and Royal Palm 1-5 Karoline Dygas, vp Global Supply Chain, PMO, Hertz Corporation Tonya Jackson, SVP & Chief Supply Chain Starbucks Andy Ganfield, Sr. Planning Manager, Officer, Lexmark International Mary Iazzetta, Director Global Strategic Starbucks Sourcing, Verizon Heidi Hastert, Manager Demand Planning, Barb Kubicki, Procurement Executive, Robert Bosch Bank of America John Lash, VP Product Marketing, e2open Marcus Olsen, VP Procurement, Leggett & Platt Jonathan Pridmore, Regional Integrated Rich Young, Ph.D., Professor of Supply Chain Demand & Supply Planning Director NA, Management, Pennsylvania State University Mondelez International Chris Smith, SVP Distribution Operations, McKesson
3:15 pm – Break 3:30 pm 3:30 pm – Hot Topic 4 – Next Generation Hot Topic 5 – Disrupt or Be Disrupted! Hot Topic 6 – Executive Presence: 4:30 pm Strategies for Leveraging Ecommerce for Royal Palm 6-8 Balancing Authenticity and Authority Growth and Profitability Kurt Cavano, Founder & President, GT Royal Palm 1-5 Orchid 1-2 Nexus an Infor company Allison Shapira, CEO, Global Public Neil Ackerman, Global Executive Speaking Director eCommerce, Technology and Supply Chain Innovation, Mondelez International
4:30 pm – Wrap-Up and Closing Remarks 5:00 pm Royal Palm 1-5 Doug Evans, Sr. Director, Customer Service & Logistics, Mondelez International Rick Sather, VP Supply Chain Operations, Link Snacks; 2017 SCLA Education Committee Chair
6:30 pm – Cocktail Reception followed by Circle of Excellence & Distinguished Service Awards Dinner 9:30 pm Sunset Veranda & Vista Terrace (Reception), Orchid Ballroom (Dinner)
29 Innovation: Journey to Excellence SUPER SESSION 1 – Customer-Centric Supply Chains SUPER SESSION 2 – Resiliency: Decoding Disruption and Mitigating Risk SUPER SESSION 3 – Transformational Leadership: Generation Us
WEDNESDAY, JUNE 7TH, 2017 7:00 am – Registration 5:00 pm Royal Palm Foyer 7:00 am – Education Committee Meeting & Breakfast 7:45 am Acacia 7 7:00 am – Breakfast 7:45 am Royal Palm Foyer 7:45 am – Opening Remarks 8:00 am Doug Evans, Sr. Director, Customer Service & Logistics, Mondelez International Rick Sather, VP Supply Chain Operations, Link Snacks; 2017 SCLA Education Committee Chair 8:00 am – Keynote: What If? 9:00 am Royal Palm 1-5 Mike Rayburn, international speaker and author 9:00 am – Break 9:15 am 9:15 am – Super Session 3 – Transformational Leadership: Generation Us 10:45 am Royal Palm 1-5 Super session chair: Mark Heinrich, General Manager, Microsoft Opening Remarks & Introduction
Case Studies, Panel Discussion, Interactive Workshop Jamie Bragg, EVP & Chief Supply Chain Officer, Tailored Brands Gordon Campbell, VP & CPO, Brink’s Rick Sather, VP Supply Chain Operations, Link Snacks
Wrap-up & Closing Remarks
10:45 am – Break 11:00 am 11:00 am – Peer Groups 12:15 pm Locations vary. See room assignments on pages 25 or 37. 12:15 pm – 1:15 pm Circle of Excellence Award Keynote Luncheon Royal Palm 1-5 Opening Remarks: Jack Thorn, Ph.D., Chairman, DBM Association Introduction: Omar Keith Helferich, Ph.D., Professor, Central Michigan University Accepting: Renee Ure, VP, Global Operations Enterprise Services, IBM; 2017 Supply Chain Women in Acton Committee Chair Accepting & Presenting: Joanne Wright, VP Supply Chain, IBM
1:15 pm – Break 1:30 pm 1:30 pm – Hot Topic 7 – Transforming Traditional Hot Topic 8 – Innovation Excellence: Hot Topic 9 – Effectiveness in 2:45 pm Networks Through the Use of Collaborative Leveraging Data to Drive Excellence Warehousing & Logistics Environments in Supply Chain Royal Palm 1-5 Orchid 1-2 Royal Palm 6-8 Dan Avila, SVP Customer Solutions, Tommy Barnes, President, project44 Chris Jones, EVP Marketing & Services, LeanCor Supply Chain Group Phil Carr, Director Supply Management, Darden Descartes Systems (USA) Frank Baur, VP Supply Chain Management & Kurt Cavano, Founder & President, Mary Rollman, Managing Director, Logistics, Robert Bosch GT Nexus an Infor company Accenture Brian Devine, SVP, EmployBridge Brent Cowan, Global VP of Finance, Andrew Smith, Director of Finance, Jim Harger, CMO, Clean Energy Packsize International PepsiCo Paul Lomas, VP Business Development, Ryder Kenny Jackson, VP Inventory Fulfillment, Joanne Wright, VP Supply Chain, IBM Colby Tanner, AVP Economic Development, Lowe’s Companies BNSF Railway David Marsh, Chief Highway Solutions Officer, Tony Topencik, Director Manufacturing Hub Group Operations, The Raymond Corporation Matt Parry, SVP Logistics, Werner Enterprises Zach Zacharia, Ph.D., Associate Professor, Director CSCR, Lehigh University
30 Innovation: Journey to Excellence SUPER SESSION 1 – Customer-Centric Supply Chains SUPER SESSION 2 – Resiliency: Decoding Disruption and Mitigating Risk SUPER SESSION 3 – Transformational Leadership: Generation Us
WEDNESDAY, JUNE 7TH, 2017 2:45 pm – Break 3:00 pm 3:00 pm – Super Session 1 – Customer-Centric Supply Chains: Super Session 2 – Resiliency: Decoding Disruption and 4:30 pm Looking to the End-Customer for Purpose, Opportunity and Profit Mitigating Risk Orchid 1-2 Royal Palm 6-8 Super session chairs: Super session chair: Ignacio Arranz, Director Product Supply Operations, P&G Steve Holic, Sr. Director Physical Distribution Excellence, Philips Tom Goldsby, Ph.D., Professor and Chair, Ohio State University
Opening Remarks & Introduction Opening Remarks & Introduction
Case Studies & Panel Discussion Presenters & Interactive Workshop
David Lande, AVP Logistics, CarMax Ron Marotta, VP International Division, Yusen Logistics (Americas) Benjamin Massie, Executive Director Global Customer Fulfillment, Ian McCulloch, Managing Director Supply Chain Strategy & Lenovo Operations, Duke Energy Michael Parsley, SVP Distribution & Logistics, Tailored Brands Jeff Metersky, VP Solutions Strategy, LLamasoft Pat Visintainer, SVP Global Accounts, Airgas Rich Young, Ph.D., Professor of Supply Chain Management, Pennsylvania State University
Wrap-up & Closing Remarks Wrap-up & Closing Remarks
4:30 pm – Wrap-Up & Closing Ceremony 5:00 pm Royal Palm 1-5 Doug Evans, Sr. Director, Customer Service & Logistics, Mondelez International Amy Thorn, Executive Director, DBM Association
5:15 pm – Closing Reception 6:15 pm Sunset Veranda
31 Supply Chain Leaders in Action 2017 Executive Committee
Ken McDowell Cummins IBM Corporation 2017 SCLA Executive Jim Gruwell Renee Ure Committee Chair Executive Director Supply Chain VP, Global Operations Enterprise VP Supply Chain Strategy Services Management Airgas Darden Restaurants International Paper Phil Carr Fred Towler Airgas Director Supply Management VP Supply Chain Pat Visintainer SVP Global Accounts Duke Energy Jacksonville Port Authority Swati Daji Lisa Wheldon Amgen SVP and CPO Director of Containerized Cargo Sales Yinka Osidipe Director Global Supply Chain East Penn Manufacturing Kansas City Southern Operational Excellence & Strategy Harry Ziff Carlos Velez Corporate Logistics Director VP Business Solutions & Marketing Arrow Electronics Mary Beth Edwards EmployBridge Kenco VP Global Business Operations Tom Bickes David Caines CEO Chief Operating Officer Bank of America Barb Kubicki EXEL/DHL Kimberly-Clark Procurement Executive Joe Puleo Liz Neuman Chief Customer Officer Director of Customer Logistics Solutions BNSF Railway Todd Strever FedEx SupplyChain Koch Industries General Director Craig Simon Mike Wilkes President/CEO President, Koch Logistics Brink’s Gordon Campbell Giant Tiger Stores Leggett & Platt VP and CPO Jessica Godin Marcus Olsen VP Supply Chain VP Procurement Canadian National Railway Tony Bianco Hertz Corporation Lenovo Director of Intermodal Sales Tom Frese Benjamin Massie SVP Fleet, Procurement and PMO Executive Director, Global Customer CarMax Fulfillment David Lande Hub Group AVP Logistics David Marsh Lexmark International Chief Highway Solutions Officer Tonya Jackson Coyote Logistics SVP and Chief Supply Chain Officer Jeff Silver Hyster-Yale Group CEO Steve Karas VP Global Supply Chain
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Link Snacks Port Authority of New York & Target Rick Sather New Jersey Ryan Hanson VP of Supply Chain Operations Molly Campbell Sr. Director Domestic Logistics Port Department Director Lowe’s Companies Toys R Us Brent Kirby Procter & Gamble Jeff Kellan Chief Supply Chain Officer Ignacio Arranz VP Supply Chain Operations Director Product Supply Operations McKesson UPS Chris Smith project44 Stan Deans SVP Distribution Operations Tommy Barnes President, UPS Supply Chain Solutions President Microsoft Verizon Mark Heinrich The Raymond Corporation Mary Iazzetta General Manager Amy McDermott Director Global Strategic Sourcing Director Marketing & Communications Mondelez International Walgreen Co. Doug Evans Robert Bosch Morgan Knight Sr. Director Customer Service & Frank Baur Sr. Director Supply Chain Strategy, Ana- Logistics VP Supply Chain Management & Logis- lytics & Integration tics Newell Brands Werner Enterprises Todd Steffen Ryder Matt Parry SVP Distribution & Transportation Todd Skiles SVP Logistics Transformation SVP Sales and Solutions Yusen Logistics (Americas) Nike North America Southern Company Ron Marotta Sean Halligan Jeff Franklin VP International Division VP NA Fulfillment & Operations VP Supply Chain Management
PepsiCo Staples John Phillips Rod Gallaway SVP Customer Supply Chain & Global VP Logistics Strategy & Operations Go-to-Market Starbucks Coffee Company Philips Karoline Dygas Steven Holic vp Global Supply Chain Sr. Director Physical Distribution Excel- lence Tailored Brands Jamie Bragg EVP and Chief Supply Chain Officer
33 Supply Chain Leaders in Action 2017 Committee Listings
Education Steve Holic University Committee Sr. Director Physical Distribution Excel- Facilitators lence Rick Sather Philips David (Dave) Closs, Ph.D. 2017 SCLA Education John H. McConnell Chaired Professor of Committee Chair David Lande Business Administration VP of Supply Chain AVP Logistics Michigan State University Operations CarMax Jack Link Snacks Thomas (Tom) Goldsby, Ph.D. Ron Marotta Harry T. Mangurian, Jr. Foundation Frank Baur VP International Professor in Business and Professor of VP Supply Chain Management & Yusen Logistics (Americas) Logistics Logistics The Ohio State University Robert Bosch LLC Ken McDowell VP Supply Chain Management Omar Keith Helferich, Ph.D. Airgas Gordon Campbell Professor VP and CPO Central Michigan University Brink’s Marcus Olsen VP Procurement Leggett & Platt F. Robert (Bob) Jacobs, Ph.D. Phil Carr Professor of Operations Management Director Supply Management Villanova University Darden Restaurants John Phillips SVP, Customer Supply Chain & Global Donald (Don) Klock, Ph.D. Jeff Corbett Go-to-Market Professor of Supply Chain Management SVP Distribution Engineering and Tech- PepsiCo Rutgers Business School nical Customer Relations Duke Energy Terry Pohlen, Ph.D. Associate Professor of Logistics; Asso- Rhonda Lummus, Ph.D. Karoline Dygas ciate Dean for Operations and Research Clinical Professor of Operations & Sup- vp, Global Supply Chain Director ply Chain Management Starbucks Coffee Company University of North Texas Indiana University
Doug Evans Amy Thorn Terrance (Terry) Pohlen, Ph.D. Sr. Director Customer Service & Logis- Executive Director Associate Professor of Logistics; Asso- tics DBM Association ciate Dean for Operations and Research Mondel�z International Director Fred Towler University of North Texas Tom Frese VP Supply Chain SVP, Fleet, Procurement and PMO International Paper Chelsea (Chip) White, Ph.D. Hertz Corporation Professor and Schneider National Chair Renee Ure of Transportation and Logistics Tom Goldsby, Ph.D. VP, Global Operations Enterprise Georgia Institute of Technology Harry T. Mangurian, Jr. Foundation Services Professor in Business and Professor of IBM Corporation Richard (Rich) Young, Ph.D. Logistics Professor of Supply Chain Management The Ohio State University Rich Young, Ph.D. Pennsylvania State University Professor of Supply Chain Management Mark Heinrich Pennsylvania State University Zach Zacharia, Ph.D. General Manager Associate Professor of Supply Chain Microsoft Harry Ziff Management and Director of the Center Corporate Logistics Director for Supply Chain Research Omar Keith Helferich, Ph.D. East Penn Manufacturing Lehigh University Professor Central Michigan University
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Advisory Board Karoline Dygas Strategic Growth vp, Global Supply Chain Committee Gordon Campbell Starbucks Coffee Company VP and CPO Tommy Barnes Brink’s Mary Iazzetta Director, Global Strategic Sourcing President project44 Jeff Corbett Verizon SVP Distribution Engineering and Techni- Tonya Jackson Jeff Corbett cal Customer Relations SVP Distribution Engineering and Techni- Duke Energy SVP & Chief Supply Chain Officer Lexmark International cal Customer Relations Duke Energy Tom Frese SVP Fleet, Procurement and PMO Amanda Jacobus Karoline Dygas Hertz Corporation Client Manager Yusen Logistics (Americas) vp Global Supply Chain Tom Goldsby, Ph.D. Starbucks Professor and Chair Barb Kubicki Ohio State University Procurement Executive Doug Evans Bank of America Sr. Director Customer Service & Logistics Mark Heinrich Mondelez International General Manager Amy McDermott Microsoft Director, Marketing & Communications John Fitzgerald The Raymond Corporation Director Omar Keith Helferich, Ph.D. GT Nexus, An Infor Company Professor Liz Neuman Central Michigan University Director, Customer Logistics Solutions Kimberly-Clark Corporation Gary Hanifan Managing Director John Phillips Accenture SVP Customer Supply Chain & Global Go- Barbora Paulovich Deckerova Director, Sales Support Operations Europe to-Market Ron Marotta PepsiCo & MEA IBM Corporation VP International Yusen Logistics (Americas) Rick Sather Ken McDowell VP of Supply Chain Operations Roseann Reece VP Supply Chain Management Jack Links Sr. Manager, Client Management & Opera- tions - OCM Airgas Chris Smith Yusen Logistics (Americas) SVP Distribution Operations Jeff Metersky McKesson Mary Rollman VP Solutions Strategy Managing Director LLamasoft Amy Thorn Accenture Executive Director Matt Parry DBM Association Julie Rosson SVP Logistics Manager, Transport Development Werner Enterprises Jack Thorn, Ph.D. CarMax Chairman Marcus Olsen DBM Association Lisa Smith Manager, Business Planning VP Procurement Duke Energy Leggett & Platt Supply Chain Women Amy Thorn John Phillips in Action Committee Executive Director SVP Customer Supply Chain & Global Go- DBM Association to-Market 2017 SCWA Committee Chair PepsiCo Renee Ure Anita Torrano VP, Global Operations Director Center of Excellence, CS&L NA Jack Thorn, Ph.D. Enterprise Services Mondelez International Chairman IBM Corporation DBM Association Lisa Wheldon Director, National Accounts & Container- Renee Ure ized Cargo Sales VP, Global Operations Jacksonville Port Authority Ana Lucia Alonzo Enterprise Services IBM Corporation Director, Global Supply Chain Planning Faith Young Starbucks Coffee Company Manager, Sourcing II Duke Energy
35 Conference Floor Plan & Layout
B C
Social Functions and Committee Meeting Locations:
Monday, June 5th D 1:00 PM to 1:45 PM - Peer group facilitator meeting – Acacia 7 O 2:00 PM to 3:00 PM – First timers’ reception – Orchid Ballroom 6:00 PM to 6:45 PM – Peer group meet and greet – Locations vary (see room designations on next page) B 6:45 PM to 8:00 PM - Welcome reception – Mangrove Pool E 8:15 PM to 9:00 PM – Mandatory speaker meeting – Royal Palm 1-5 Tuesday, June 6th D 1:00 PM to 1:45 PM – Supply Chain Women in Action Committee meeting – Acacia 7 C O 6:30 PM to 9:30 PM – Cocktail Reception / Circle of Excellence & Distinguished Service Awards Dinner – Sunset Veranda & Vista Terrace (Reception), Orchid Ballroom (Dinner) Wednesday, June 7th D 7:00 AM to 7:45 AM – Education Committee meeting – Acacia 7 E 12:15 PM to 1:15 PM – Circle of Excellence Award Keynote Luncheon – Royal Palm 1-5 C 5:15 PM to 6:15 PM – Closing Reception – Sunset Veranda
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H M N
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D P G J K
Peer Group Session & Meeting Locations: Tuesday, June 6th 9:30 AM to 11:00 AM and Wednesday, June 7th 11:00 AM to 12:15 PM
F Customer Relationship Management – Hibiscus G Demand Planning Responsiveness & Supplier Collaboration – Acacia 4-5 H Distribution Management, Material Handling & Operational Support – Cypress J Inventory Management & Information Technology – Acacia 3 K Process Improvement – Acacia 1-2 N Senior Executive – Orchid 4 L Sourcing, Procurement & Supply Management – Mangrove 1-2 M Supply Chain & Logistics Strategy – Orchid 3 P Talent Management & Leadership – Acacia 6 S Transportation – Banyan 1-2
37 2017 Educational Resource Members
Accenture Strategy Clean Energy enVista GT Nexus network annually. Over 25,000 Gary Hanifan, Managing Director James N. Harger Mike Krabbe, Senior Director businesses across industry verticals share GT 818 Stewart St., Suite 400 4675 MacArthur Court, Suite 800 11555 North Meridian Street, Suite 300 Nexus as their standard, multi-enterprise col- Seattle, WA 98101 Newport Beach, CA 92660 Carmel, IN 46032 laboration platform. Customers include adidas, Tel: 503-819-0964 Tel: (949) 437-1000 Tel: 513-607-6496 Caterpillar, DHL, Dow Chemical, Electrolux, HP, [email protected] [email protected] [email protected] Levi Strauss & Co., Nestlé, Patagonia, Pfizer, www.accenture.com www.cleanenergyfuels.com www.envistacorp.com Sears and Syngenta. Accenture is a leading global professional Clean Energy is the largest provider of natural enVista is a leading global supply chain services company, providing a broad range of gas fuel for transportation in North America, consulting and IT services firm, delivering LLamasoft services and solutions in strategy, consulting, fueling over 44,000 vehicles each day at over innovative solutions that improve profitability, 201 South Division Street, Suite 200 digital, technology and operations. Combining 550 fueling stations. We also build and operate enhance customer service and reduce waste Ann Arbor, MI 48104 unmatched experience and specialized skills CNG and LNG fueling stations; manufacture from source to consumption. Our unrivaled Tel: 734-418-3119 across more than 40 industries and all busi- natural gas equipment; and develop renewable consulting experience, deep vertical industry [email protected] ness functions—underpinned by the world’s natural gas (RNG) production facilities. expertise and comprehensive solutions port- www.llamasoft.com largest delivery network—Accenture works folio enable clients to leverage one strategic LLamasoft supply chain design software helps at the intersection of business and technology Descartes Systems (USA) partner that uniquely consults, implements and organizations worldwide design and improve to help clients improve their performance and Chris Jones, EVP Marketing & Services operates across supply chain, transportation, their supply chain operations. LLamasoft solu- create sustainable value for their stakeholders. 2030 Powers Ferry Road, Suite 350 IT, enterprise business solutions and omni- tions enable companies across a wide range With approximately 401,000 people serving Atlanta, GA 30339 channel retailing. We serve mid-market and of industries to model, optimize and simulate clients in more than 120 countries, Accenture Tel: 770-335-0160 Fortune 100/5000 organizations primarily in the their supply chain network, leading to major drives innovation to improve the way the world [email protected] retail, distribution, manufacturing, consumer improvements in cost, service, sustainability works and lives. www.descartes.com goods, third party logistics (3PL), food and and risk mitigation. Descartes is the global leader in providing beverage, healthcare and non-profit sectors. Alliance Shippers, Inc. cloud-based solutions focused on improving National Retail Systems, Inc. Paul Higgins, VP Supply Chain Solutions the productivity, performance and security Green Mountain Technology Jon Hoch, COO 516 Sylvan Avenue of logistics-intensive businesses. Descartes Lindsay Bodkin, Director of Marketing and 2820 16th Street Englewood Cliffs, NJ 07632 operates the world’s largest, collaborative Public Relations North Bergen, NJ 07047 Tel: 978-857-8668 multimodal logistics network, Descartes Global 5860 Ridgeway Center Parkway, Suite 401 Tel: 201-330-1900 [email protected] Logistics NetworkTM. Customers use our Memphis, TN 38120 [email protected] www.alliance.com web- and mobile-based solutions to manage Tel: 906-443-0369 www.NationalRetailSystems.com Alliance Shippers is a premium quality 3PL and their fleet operations and mobile resources, [email protected] National Retail Systems, Inc. (NRS) includes provider of rail, truck, refrigerated and inter- manage common carriers; access global trade www.greenmountaintechnology.com Keystone Freight Corp., National Retail Trans- national transportation and logistics services. data; file customs and security documents; Green Mountain Technology (GMT) partners portation, Inc. (NRT) and World Logistics. NRS Using the Perfect Shipment® philosophy, communicate with trading partners and run with the world’s largest parcel shippers to is a family-owned and operated company that Alliance provides superior quality supply chain their forwarder and customs house brokerage plan, monitor and execute high volume parcel has been providing asset based 3PL logistics management services across all transportation operations. Our headquarters are in Waterloo, networks. Our Parcel Spend Management solutions for the world’s leading retailers and modes, while providing excellent shipment Ontario, Canada and we have offices and (PSM) solution unbundles network complexity, manufacturers for 65 years. NRS’ hub locations visibility. Alliance’s ability to blend our services partners around the world. drives increased profitability, and enhances include: New York/New Jersey; LA/Long seamlessly into its customers operations has the customer experience through a suite of Beach; Savannah, GA; Columbus, OH; and provided its customers with better service to E2open, LLC tech-enabled services. It starts with our best in Greensboro, NC. measurable effect. Kim Cook, AVP, Marketing class parcel audit and invoice automation, then 9600 Great Hills Trail, Suite 300E leverages that data for advanced analytics, Packsize International Chainalytics Austin, TX 78759 optimization, ongoing network improve- 3760 Smart Pack Way Mike Kilgore, President and CEO Tel: 512-425-3500 ment projects, and contract management. Salt Lake City, UT 84104 2500 Cumberland Parkway, Suite 550 [email protected] GMT’s highly engaged, strategic delivery Tel: 801-444-4814 Atlanta, GA 30339 www.e2open.com model, unique network modeling and re-rating [email protected] Tel: 770-433-1566 Founded in 2000, E2open provides the largest technology, and Fortune 500 customer base, www.packsize.com [email protected] and most comprehensive Supply Chain Operat- uniquely positions GMT to deliver unparalleled An award-winning supply chain and sustain- www.chainalytics.com ing Network, including a broad suite of collab- value. Our customers represent more than $4 able packaging industry leader in North Bright Minds. Better Methods. Best Outcomes. orative supply chain solutions. Leading global billion in parcel spend and typically experience America, Europe, and Asia-Pacific founded Chainalytics accelerates fact-based supply enterprises rely on E2open to provide greater 5-10X return, next of our fees. Our outcomes in 2002, Packsize® International offers chain transformations for business leaders end-to-end visibility, more accurate data are proven by numerous customer honors right-sized packaging, on demand, for the around the globe, including 18 of Gartner’s and insights, and real-time business process including QVC’s Supply Chain Partner of the corrugated marketplace. On Demand Packag- Top 25 supply chains. We bring unparalleled orchestration across complex, multi-enterprise Year and Office Depot’s Partnership Award. ing® includes an expert mix of systems, passion to our core purpose: to help leaders trading partner networks. E2open maintains processes, and products to create optimized realize maximum value from their supply locations in France, Germany, The Netherlands, GT Nexus, an Infor company box configurations that reduce corrugated chains. Our combination of top supply chain United Kingdom, Malaysia, India, Taiwan, and 1111 Broadway, 5th Floor inventory requirements, increase handling talent, proven methodologies, and proprietary the United States. E2open helps companies Oakland, CA 94607 and transportation efficiencies, and minimize market intelligence delivers actionable insight such as AkzoNobel, Campbell Soup, Cisco, Tel: 510-808-2222 wasted space in the box and on the carrier. and measurable outcomes. With locations Dell, Exostar, Lenovo, Kimberly-Clark, Seagate, [email protected] By creating right-sized packages that offer across North America, Asia-Pacific and Europe, Shell, Unilever and Vodafone better manage www.gtnexus.com exceptional protection with On Demand Chainalytics serves companies globally in a their supply chain operations. GT Nexus, an Infor company, operates the Packaging®, businesses can enhance their world’s largest cloud-based business network brand reputation, the customer experience, for supply chain planning and execution. More and their bottom line while choosing to be than $500 billion in trade flows through the part of the solution—Smarter Packaging for a Healthy Planet®.
38 Session Abstracts
Monday June 5th, 2017 Tuesday, June 6th, 2017
4:00 PM – 5:45 PM 8:15 AM – 9:15 AM Keynote: Leadership’s Secret Weapon: Keynote: Charting the Course through High Impact Communication (Sponsored Demographic Change by the Supply Chain Women in Action Room: Royal Palm 1 – 5 Committee) Room: Royal Palm 1-5 Session Description: Come explore the common sense, but very counterintuitive and Session Description: fascinating realm of demography. Understanding demographics As a leader we need to inspire our people. Inspiration will enable you to forecast societal, political, economic, cultural doesn’t come from facts, figures and fancy statistics, but and commercial phenomena with uncanny accuracy. from stories and feelings. We take a look into the impor- tance of stories, how they are crafted and dynamically told. In this program, you will learn the secrets of: This is a session with a lot of practice and feedback time, • Analyzing critically how manufacturing will change, how allowing for an intense training experience. the American workforce will change and which countries In this program, you will learn the secrets of: and continents are demographically positioned to excel? • Harnessing the power of storytelling to inspire and lead. Presenter: John Maketa, demographer, futurist and author Session leadership: Renee Ure, 11:15 AM - 12:45 PM VP, Global Operations Enterprise Services; Super session 1: Customer-Centric Supply 2017 Supply Chain Women in Action Committee Chair Chains: Looking to the End-Customer for Keynote speaker: Purpose, Opportunity and Profit (This super Olivia Schofield, international speaker, trainer and coach session will repeat on Wednesday, June 7th at 3:00 PM.) Panelists: Room: Orchid 1-2 Mary Iazzetta, Session Description: Director Global Strategic Sourcing, Verizon The customer is and has always been king (or queen), but Barb Kubicki, never more so than today for consumer-oriented businesses, Procurement Executive, Bank of America as well as those further up the supply chain. Power that once Amy McDermott, resided with manufacturers on the products they brought to Director, Marketing & Communications, market, or with retailers and service providers for the fulfillment The Raymond Corporation of product and service needs, has moved to end-customers in the supply chain. Today’s consumers are better informed, Lisa Smith, better connected and astoundingly influential in affecting what Manger Business Planning, Duke Energy products and services come to light, how they’re marketed and Anita Torrano, delivered, and, ultimately, which ones succeed and fail. Director Center of Excellence CS&L NA, In response to this market reality, companies throughout the Mondelez International supply chain now cast an intense focus on the end-user of their wares, placing the consumer at the apex of their values and corporate priorities. The advent of online channels of dis- tribution and big data analytics have combined to provide an unprecedented reach and understanding into customer prefer- ences. This has redefined conventional marketing and supply chain approaches. This Super Session examines how leading companies use internal and external resources to leverage the opportunities created by this new incarnation of customer focus. This session will also investigate how to measure achievements in the customer-centric supply chain.
In this program, you will learn the secrets of... • Turning a more complete understanding and appreciation of modern consumer preferences into practical strategies to increase profit. 39 Session Abstracts
• Understand what it means to be “customer centric”. Jeff Metersky, • Recognize implications for organizational and supply chain VP Solutions Strategy, LLamasoft designs. Rich Young, Ph.D., • Appreciate the operational performance KPIs required for Professor of Supply Chain Management, Pennsylvania State customer centricity. University Session leadership: Ignacio Arranz, 2:00 PM – 3:15 PM Director Product Supply Operations, Procter & Gamble Hot topic session 1: Supplier Paradigm Tom Goldsby, Ph.D., Shift: Getting More Innovation through Professor and Chair, The Ohio State University Your Suppliers Case study presenters: Room: Orchid 1-2 Mike Parsley, Session Description: SVP Distribution and Logistics, Tailored Brands How can you get your suppliers to move from a competitive, negotiated relationship to a collaborative, value-generating Pat Visintainer, SVP Gobal Accounts, Airgas partnership? The typical customer-supplier relationship is a zero-sum model where every dollar saved is a dollar less for Panelists: the supplier. In this session, we will demonstrate a model for David Lande, changing win-lose negotiations into win-win exchanges with AVP Logistics, CarMax your critical vendors. Benjamin Massie, To show you how, we’ll use real examples from companies Executive Director Global Customer Fulfillment, Lenovo currently employing innovative and cost-conscious solutions with suppliers. Super session 2: Resiliency: Decoding In this program, you will learn the secrets of: Disruption and Mitigating Risk • Generating continuous improvement based on collabora- (This super session will repeat on tive, rather than competitive relationships with your supply Wednesday, June 7th at 3:00 PM.) partners. Room: Royal Palm 6-8 Session leadership: Session Description: Marcus Olsen, The modern economy runs on a more global supply chain than VP Procurement, Leggett & Platt ever, and with that distance and complexity comes new risks. Presenters: We are constantly challenged to optimize routes, cut inventory, cut costs and increase shareholder value. But has this quest for Karoline Dygas, the lowest-cost solution created potentially catastrophic risks to vp Global Supply Chain, Starbucks Coffee Company our companies? The massive hidden cost of cheap solutions is Mary Iazzetta, their fragility. Typhoons, earthquakes, war and refugee crises are Director Global Strategic Sourcing, Verizon just a few of the things that touched supply chains in 2016. Our Barb Kubicki, world is full of risk. Our job is to accept this and figure out how Procurement Executive, Bank of America to minimize the impact of the unexpected. Rich Young, Ph.D., In this program, you will learn the secrets of: Professor of Supply Chain Management, • Becoming more resilient as a company and as a supply chain Pennsylvania State University professional, using our strategies for preparation, protection and mitigation. Hot topic session 2: Better Forecasts = Session leadership: Better Supply Chain Steve Holic, Room: Royal Palm 6 – 8 Sr. Director, Physical Distribution Excellence, Philips Session Description: Presenters: Supply chain leaders know intuitively that only good can come Ron Marotta, from making demand forecast improvements. In fact, AMR VP International Division, Yusen Logistics (Americas) Research puts demand forecast/visibility at the very top of their “Hierarchy of Supply Chain Metrics” because it has the Ian McCulloch, ability to predict supply chain responsiveness. Managing Director Supply Chain Strategy & Operations, Duke Energy A 6 percent improvement in forecast accuracy could improve a company’s perfect order by 10 percent and deliver a 10-15 percent reduction in inventory.
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The key word in this claim is “could.” Unfortunately, many possible acquiring company was a competitor — and now companies that have above average forecast accuracy in they might be your partners. In this session, Tonya Jackson, their peer group haven’t been able to consistently translate senior vice president and chief supply chain officer of Lex- this advantage into better business results. In a sense, it’s no mark International, will share her journey of leading during the different than a good plan that never gets fully implemented precarious period after her company announced it was up for or a promising project that ends before the real goal has been sale; how your true enemy is ego; and how your best friends achieved. are being authentic and transparent, embracing change, and This gap highlights the difference between a mean and an focusing on the people who need you. end, as well as between demand forecasting and demand In this program, you will learn the secrets of: planning. The focus of demand planning is making decisions on how best to deploy resources to respond to forecasts over • This session will offer a rare high-ranking insider view of various intervals — strategic (2+ yrs.), tactical (3-24 months) how to lead during times of stress and transformation. and operational (3-12 weeks). • How to lead without ego by being transparent and authentic even when it is difficult. This session will highlight how some leading supply chain organizations have reframed the definition of success by turn- Presenter: ing above-average forecast accuracy into significant service, Tonya Jackson, working capital and operating cost results through demand SVP and Chief Supply Chain Officer, Lexmark International planning process, policy and structure improvements, from plan to production and forecast to fulfillment. 3:30 PM – 4:30 PM Hot topic session 4: Next Generation In this program, you will learn the secrets of: Strategies for Leveraging e-Commerce for • Refining your demand forecasting, and in turn improving Growth and Profitability your demand planning to forge a leaner, more efficient Room: Orchid 1-2 supply chain. Session Description: Session leadership: The presentation will focus on the drivers of e-commerce growth and how these apply to your brands and business. In Tom Frese, the session, Neil Ackerman will talk about his experience at SVP Fleet, Procurement and PMO, Hertz Corporation Amazon, sharing the secrets of how to ship small, inexpensive Case Study Presenters: items for a profit, and focus on the importance of the cus- tomer experience. : Andy Ganfield, Sr. Planning Manager, Starbucks Coffee Company In this program, you will learn the secrets of: John Lash, • Using the pillars of e-Commerce as a guidepost for success- VP Product Marketing, e2open ful electronic planning and execution. Jonathan Pridmore, Presenter: Regional Integrated Demand & Supply Planning Director NA, Mondelez International Neil Ackerman, Global Executive Director eCommerce, Technology and Chris Smith, Supply Chain Innovation, Mondelez International SVP Distribution Operations, McKesson Panelist: Hot topic session 5: Heidi Hastert, Disrupt or Be Disrupted! Manager Demand Planning, Robert Bosch Room: Royal Palm 6-8 Session Description: Hot topic session 3: You’re Being Sold: Technology is accelerating the rate of change in every aspect Dependable Leadership during Acquisition of our lives. It is creating tremendous opportunities to rein- vent almost every industry in ways never dreamed of before. Uncertainty Companies that didn’t exist 10 years ago are creating whole Room: Royal Palm 1-5 new markets and destroying others. It is a time of great oppor- Session Description: tunity and great danger as there are both winners and losers. You just learned your company is going to be acquired. Your Staying ahead of that change is getting harder and harder.In team is anxious and uncertain — and so are you. They want this program, you will learn the secrets of: answers — but you don’t have them or can’t share them. A • Learn what technologies are headed your way so you can stay ahead of the wave.
41 Session Abstracts
• Understand what technology is doing to companies and the economy as a whole. Wednesday, June 7th, 2017 • Learn what technologies are transforming Supply Chains already. 8:00 AM – 9:00 AM Presenter: Keynote session: What If? Kurt Cavano, Room: Royal Palm 1-5 Founder & President, GT Nexus, an Infor Company Session Description: In this lively and unique presentation, Mike will use his guitar Hot topic session 6: Executive Presence: and comedy to teach three simple, powerful tools attendees can Balancing Authenticity and Authority use immediately and forever to access their unrealized poten- Room: Royal Palm 1-5 tial, to look at old things in a new way, and to leap beyond their Session Description: perceived limitations. These are the tools which took Mike from playing for seven people in a bar in Virginia to standing ovations Executive Presence is something we all recognize as important at Carnegie Hall. They work. For anyone. And everyone. Always. but are rarely able to define or build. It comes from the way we feel about ourselves and the way we interact with others. It’s In this program, you will learn the secrets of: about being comfortable with our authority and genuine in our • Change. Managing change is not only stupid, it’s danger- leadership interactions. ous. The only way to manage change is to create change, to define the curve rather than follow it. You’ll learn how to do This interactive 60-minute session will demystify the concept of that, as well as a simple, powerful 10-minute exercise which Executive Presence and break it down into concrete skills that will show you how to master the things that truly matter. you already use. We will focus on the five main components that can build or destroy your Executive Presence and show how Keynote presenter: Presence will help your professional development both in your current role and in your career advancement. Mike Rayburn, international speaker and author You will practice applying these skills in real-life situations and leave the session with a detailed understanding of your 9:15 AM – 10:45 AM strengths and specific suggestions for improvement. You will feel more empowered and inspired by your Executive Presence Super session 3: Transformational and ready to foster these skills in yourself and in the people you Leadership: Generation Us manage. Room: Royal Palm 1-5 In this program, you will learn the secrets of: Session Description: • Demystifying the concept of Executive Presence by break- Transformational leadership is a process where leaders and ing it down into concrete, learnable skills. In addition to their followers lift one another to higher levels of excellence becoming a more effective leader by bringing one’s own and motivation. A transformational leader works with team authenticity to the fore, you will learn to help others feel members to identify needed change, guide that change more confident exerting their Executive Presence in their through unflagging inspiration, and achieve change working professional interactions. shoulder to shoulder with committed team members. It’s a style of leadership that works well with everyone, from Boom- Presenter: ers to millennials — and everyone in between. Allison Shapira, In this super session, Rear Admiral Mark Heinrich (ret.), former CEO and Founder, Global Public Speaking commander of Naval Supply Systems Command and current Microsoft general manager will share leadership secrets com- mon to business and military leaders alike. The presentation will be followed by an interactive session where attendees will work together in small groups to solve thorny leadership questions. In this program, you will learn the secrets of: • Tentime-tested secrets for creating successful organizations and inspiring extraordinary results. • How to forge a powerful, goal-driven workforce. • How to prevent bureaucracy from stifling the decision- making process. • How to plan and prepare for crises. • How to create a winning culture. 42
Session leadership: Mark Heinrich, Hot topic session 8: Innovation Excellence: General Manager, Microsoft Leveraging Data to Drive Excellence in Presenters: Supply Chain Jamie Bragg, Room: Royal Palm 6-8 EVP & Chief Supply Chain Officer, Tailored Brands Session Description: Gordon Campbell, There is more data available than ever and it has the ability VP & CPO, Brink’s to reshape supply chain strategies, tactics and operational Rick Sather, processes. However, many organizations find themselves at VP Supply Chain Operations, Link Snacks two ends of the spectrum – they are either drowning in data or unaware of what exists, especially outside of their “four 12:15 PM - 1:15 PM walls”. Technology advances have made it easier to “slice and Circle of Excellence Award Keynote Luncheon dice” data, but the best practices on what data exists and how Room: Royal Palm 1-5 to use this explosion of information is lagging. This session explores three examples of the kind of data that is available 1:30 PM – 2:45 PM to supply chain professionals and how to harness it to make Hot topic session 7: Transforming better supply chain decisions: Traditional Networks Through the Use of • How to use global trade flow data to make better sourcing Collaborative Environments and competitive decisions. Room: Orchid 1-2 • How to use podcast technology combined with real-time data to keep senior management better informed. Session Description: As customer purchasing habits and expectations continue to • How to use artificial intelligence to better understand trends shift, they drive constant change throughout the transporta- that impact operations. tion networks of many companies. Retailers and producers are evolving quickly to keep up with the “Amazon effect,” changing In this program, you will learn the secrets of: how products are purchased and delivered. An ever-increasing • What kinds of data are available to help supply chain leaders need for visibility throughout the global supply chain has be- and how “big data” technology delivery of information can come a business necessity, but is difficult to deliver. This ses- significantly enhance supply chain performance. sion looks at the tools, processes and collaborative techniques that enable a competitive advantage in the marketplace. Session leadership: In this program, you will learn the secrets of: Andrew Smith, Director of Finance, PepsiCo • How transportation systems are responding to the disrup- tions created by the Amazon- and Uber-effects of last-mile Presenters: deliveries. We will provide success stories and cautionary Chris Jones, tales about transforming your traditional networks into a EVP Marketing & Services, Descartes Systems (USA) competitive advantage. Mary Rollman, Session leadership: Managing Director, Accenture Philip Carr, Joanne Wright, Director Supply Management, Darden VP Supply Chain, IBM Corporation Presenters: Tommy Barnes, Hot topic session 9: Effectiveness in President, project44 Warehousing & Logistics Kurt Cavano, Room: Royal Palm 1-5 Founder & President, GT Nexus, An Infor Company Session Description: Brent Cowan, One of the key components of logistics management is ware- Global VP of Finance, Packsize International housing. Essential are the right warehousing footprint and over- Kenny Jackson, all warehouse efficiency. The final aspect of ideal warehousing VP Inventory Fulfillment, Lowe’s Companies is minimizing wasted time by harnessing technology. David Marsh, Chief Highway Solutions Officer, Hub Group In this program, you will learn the secrets of: Matt Parry, • Determining the right warehouse footprint as a foundation SVP Logistics, Werner Enterprises for operational excellence. Zach Zacharia, Ph.D., Associate Professor, Director CSCR, Lehigh University
43 Session Abstracts
Session leadership: • Appreciate the operational performance KPIs required for customer centricity. Frank Baur, VP Supply Chain Management & Logistics, Robert Bosch Session leadership: Presenters: Ignacio Arranz, Director Product Supply Operations, Procter & Gamble Dan Avila, Tom Goldsby, Ph.D., SVP Customer Solutions, LeanCor Supply Chain Group Professor and Chair, The Ohio State University Brian Devine, Case study presenters: SVP, EmployBridge Mike Parsley, Jim Harger, SVP Distribution and Logistics, Tailored Brands CMO, Clean Energy Pat Visintainer, Paul Lomas, SVP Gobal Accounts, Airgas VP Business Development, Ryder Panelists: Colby Tanner, David Lande, AVP Logistics, CarMax AVP Economic Development, BNSF Railway Benjamin Massie, Tony Topencik, Executive Director Global Customer Fulfillment, Lenovo Director Manufacturing Operations, The Raymond Corporation Super session 2: Resiliency: Decoding Disruption 3:00 PM – 4:30 PM and Mitigating Risk Super session 1: Customer-Centric Supply Room: Royal Palm 6-8 Chains: Looking to the End-Customer for Pur- Session Description: pose, Opportunity and Profit The modern economy runs on a more global supply chain than Room: Orchid 1-2 ever, and with that distance and complexity comes new risks. Session Description: We are constantly challenged to optimize routes, cut inventory, The customer is and has always been king (or queen), but never cut costs and increase shareholder value. But has this quest for more so than today for consumer-oriented businesses, as well as the lowest-cost solution created potentially catastrophic risks to those further up the supply chain. Power that once resided with our companies? The massive hidden cost of cheap solutions is manufacturers on the products they brought to market, or with their fragility. Typhoons, earthquakes, war and refugee crises are retailers and service providers for the fulfillment of product and just a few of the things that touched supply chains in 2016. Our service needs, has moved to end-customers in the supply chain. world is full of risk. Our job is to accept this and figure out how to Today’s consumers are better informed, better connected and minimize the impact of the unexpected. astoundingly influential in affecting what products and services In this session you will learn the secrets of: come to light, how they’re marketed and delivered, and, ultimate- ly, which ones succeed and fail. • Becoming more resilient as a company and as a supply chain professional, using our strategies for preparation, In response to this market reality, companies throughout the protection and mitigation supply chain now cast an intense focus on the end-user of their wares, placing the consumer at the apex of their values and cor- Session leadership: porate priorities. The advent of online channels of distribution and Steve Holic, big data analytics have combined to provide an unprecedented reach and understanding into customer preferences. This has Sr. Director, Physical Distribution Excellence, Philips redefined conventional marketing and supply chain approaches. Presenters: This Super Session examines how leading companies use inter- Ron Marotta, nal and external resources to leverage the opportunities created VP International Division, Yusen Logistics (Americas) by this new incarnation of customer focus. This session will also Ian McCulloch, investigate how to measure achievements in the customer-cen- Managing Director Supply Chain Strategy & Operations, tric supply chain. Duke Energy In this session you will learn the secrets of: Jeff Metersky, • Turning a more complete understanding and appreciation of VP Solutions Strategy, LLamasoft modern consumer preferences into practical strategies to increase profit. Rich Young, Ph.D., Professor of Supply Chain Management, • Understand what it means to be “customer centric”. Pennsylvania State University • Recognize implications for organizational and supply chain designs.
44 2017 SCLA Program Speaker/Facilitator Biographies
Neil Ackerman Dan Avila all transport modes within the Con-way network Global Executive Director SVP Customer Solutions as President of the Multimodal Brokerage. He is a eCommerce, LeanCor Supply Chain Group recognized industry leader and has given numerous keynote addresses about the future of logistics and Technology and Supply Speaker Chain Innovation supply chain transportation. Mondelez International Speaker As Senior Vice President of Customer Solutions, Dan Frank Baur is responsible for creating consulting and outsourcing Mr. Ackerman is the Global Executive Director eCom- VP Supply Chain Management & solutions for LeanCor’s customers. Dan leads the con- Logistics merce, Technology and Supply Chain Innovation, one sulting and sales & marketing teams at LeanCor. of the world’s largest snacks companies with power Robert Bosch LLC brands such as Oreo, Milka, Cadbury’s, Nabisco and As a trusted advisor to senior executives, Dan has Speaker Trident. Prior to this role, Neil was the strategy lead over 25 years of extensive supply chain and consult- for Fulfillment By Amazon and the General Manager ing experience in end-to-end supply chain manage- Frank’s journey began managing supply chain strat- of the Amazon Small and Light global program at ment; supply chain optimization; distribution and egy and logistics projects with Mueller in the German Amazon.com. He holds over 10 US patents and is the fulfillment center design; supply, inventory, and de- FMCG market, and through management consultancy inventor and business leader behind the global launch mand planning; procurement and strategic sourcing; he gained knowledge of a broader range of industries of the Amazon Small and Light Program. At Mondelez, strategic outsourcing; distribution network design; and customers and first international experience. Neil has been credited with driving explosive eCom- domestic and global transportation; supply chain IT Moving into Bosch Power Tools consumer division merce growth globally and launched the highly suc- systems; global trade; material handling equipment; his career accelerated culminating in his current role cessful Direct To Consumer Oreo Gifting Tin Initiative and industrial engineering. as VP Supply Chain & Logistics for Bosch Automotive in the US. He has been quoted, interviewed and writ- Aftermarket. Previously for LATAM (based in BR), cur- Dan has provided supply chain consulting services in rently for NAFTA (based in US). ten about in WSJ, Bloomberg, Inc., Business Week, the following industries: food and beverage, retail, e- CNBC and numerous highly selective international commerce, footwear and apparel, freight forwarding, Jamie Bragg publications. Neil is a winner of numerous leadership third party logistics, medical products, industrial prod- EVP and Chief Supply Chain Officer awards including the prestigious Amazon.com “Just ucts, sporting goods, furniture, toys and educational Tailored Brands Do It” Award. A graduate of University of Richmond, products, children’s products, consumer electronics, Speaker UVA and MIT, he holds a PMP, MBA and MS. Neil and automotive, government, energy and power distribu- his wife live in Seattle with their 3 children. tion, private equity, and cosmetics. Jamie Bragg joined the Company in June 1991. In Dan has led over 200 supply chain consulting engage- Ignacio Arranz October 2005, Mr. Bragg was named Vice President ments over his career and has served in consulting - Distribution. In April 2007, Mr. Bragg was named Director Product Supply Operations leadership positions at St. Onge Company and Procter & Gamble Senior Vice President - Tuxedo Distribution and, in Tompkins International, as well as hub management March 2011, Mr. Bragg was named Executive Vice Super session chair and industrial engineering positions with United President - Distribution. Parcel Service.
Dan holds a Bachelor of Science degree in Opera- Gordon Campbell Ignacio Arranz is the Director of North America tions Management from California State Polytechnic Product Supply Go-to-Market Operations for Procter VP and Chief Procurement Officer University (Cal Poly). Dan is a board member of the Brink’s & Gamble, based in Cincinnati, Ohio. In this position, Rocky Mountain Roundtable for the Council of Supply Ignacio is responsible for all the Transportation, Ware- Chain Management Professionals. Speaker housing and Customer Service Operations, for the US, Canada and Puerto Rico across all P&G categories and customers. Tommy Barnes Gordon Campbell is Brink’s Vice President and Chief President Procurement Officer. Gordon is responsible for a team Ignacio has worked for Procter & Gamble for the past project44 of professionals that manage Brink’s Procurement 20 years in four different countries, touching literally activities on a global basis. every single P&G category. He spent his first 14 years Speaker in Europe, where he held a series of Supply Chain With 65,000 employees in more than 40 countries, Brink’s has been a leader in the security industry for management roles in both central categories (Fabric Tommy joined project44 in December of 2015 and Home, Shave, Oral) and country operations (Iberia more than 150 years. Today, businesses and govern- as President after nearly 20 years of leadership ments around the world trust Brink’s with their most Supply Chain Director). He then moved to Cincinnati, experience in supply chain and freight transportation. where he held global responsibilities for all the sys- critical cash management operations and financial Whether it’s running brokerages, advising technology assets. tems and organization capability developments in the startups, or overseeing transportation procurement areas of Physical Distribution and Demand Planning. at a major consumer goods distributor, Barnes builds The Brink’s Company is a premier provider of secure In his last assignment, Ignacio led the implementation some of the best teams in the industry and is known logistics and security solutions, including cash-in- of P&G first End-to-End Planning Service Center, with for his strategic ability to maximize performance and transit, ATM replenishment and maintenance, secure operational responsibilities for all supply and demand generate growth. international transportation of valuables, and cash planning activities for P&G in North America. management services, to financial institutions, retail- Before joining project44, Barnes had led strategic ers, government agencies (including central banks), procurement, directed technology investments, and mints, jewelers and other commercial operations guided operational performance for the LTL division around the world. Our global network serves custom- of Coyote Logistics, one of the world’s leading third ers in more than 100 countries and includes owner- party logistics companies, now a part of UPS, Inc. ship interest in 41 countries and agency relationships Prior to Coyote, he was responsible for managing ap- with companies in additional countries. proximately $2.4 billion in freight with carriers across
45 2017 SCLA Program Speaker/Facilitator Biographies
Gordon joined Brink’s in 2013 as Chief Procurement David (Dave) Closs, Ph.D. Karoline Dygas Officer. Before joining Brink’s, Gordon held a variety John H. McConnell Chaired Professor vp Global Supply Chain of Procurement leadership positions in Pharma, Food of Business Administration Starbucks Services, and manufacturing Companies for Novartis Michigan State University Speaker ARAMARK, and Tyco. Peer group facilitator Gordon received a bachelor’s degree in Business Dr. David J. Closs is the John H. McConnell Chaired Karoline Dygas is Starbucks Corporations Vice Management from The University of Lowell U Mass. Professor of Business Administration in the Depart- President leading Global Sourcing and Store Develop- He earned an MBA from the University of Southern ment of Supply Chain Management at Michigan State ment Supply Chain. She is part of Starbucks Global N.H. University. Dr. Closs completed his MBA and Ph.D. Supply Chain leadership team and is accountable for at Michigan State in 1978 focusing on the topics of sourcing of all capital and commercial equipment, Philip Carr marketing, logistics and management science. FFE, R&M and QA services, as well as leading the Director Supply Management global end-to-end supply chain for store development Dr. Closs has been extensively involved in the Darden and the Starbucks Roastery & Reserve Programs. She development and application of computer models leads her team in creating a flexible supply chain with Speaker and information systems for logistics operations and a supply base that elevates the Starbucks Brand. planning. The computer models have included appli- Phillip is an accomplished Supply Chain professional cations for location analysis, inventory management, Karoline joined Starbucks in April 2014, with a proven with ten years of experience in retail and manufac- forecasting and routing. The information systems track record of building and cultivating global cross- turing environments, managing integrated logistics development focuses on inventory management, functional relationships at all levels in an organiza- support and strategy programs. Phillip is an Industrial forecasting and transportation applications. His tion. Karoline has established global experience and Engineer by education and has worked most recently experience has focused on the logistics related issues acumen while working with internal and external in the logistics field to support the vision, mission in the consumer products, medical and pharmaceuti- stakeholders, suppliers, and customers from Poland, and strategy development for a leading retail com- cal products and parts industries. Dr. Closs actively Germany, UK, Switzerland, France, Brazil, Russia, pany renovating the physical infrastructure of their participates in logistics executive development UAE, India, Japan, Hong Kong, and China. distribution network. He also focused on improved seminars and has presented sessions in North Before joining Starbucks, Karoline was the Senior synchronization, integration and optimization of America, South America, Asia, Australia and Eastern Director Strategic Sourcing at Walgreens based in products moving from overseas factories into the Europe. Dr. Closs’s primary research interests include Deerfield, Illinois where she was responsible for $1.5B US distribution systems. He is currently responsible supply chain strategy, information systems, security, annual spend across multiple categories supporting for facilitating and enhancing the food distribution and planning techniques. He was one of the principle Store Development, Energy & Environmental Sustain- program with multiple distribution companies to en- researchers in two studies completed by Michigan ability, and Marketing. She earned her Bachelors in able lower cost transportation and helping change the State University investigating world-class logistics and Mechanical Engineering at Purdue University and later logistics strategies. supply chain capabilities. completed her dual MBA from both Purdue University Dr. Closs has authored and co-authored numerous and ESCP-EAP European School of Management in Kurt Cavano articles and made presentations regarding world-class Paris, France. Founder and President logistics and supply chain capabilities and logistics GT Nexus, an Infor Company information systems applications. Thomas Frese Speaker Dr. Closs is an active member in the CSCMP and SVP Fleet, Procurement and PMO was Editor of the Journal of Business Logistics. He is Hertz Corporation Kurt Cavano is the President at GT Nexus, an Infor Executive Editor of Logistics Quarterly. Speaker Company. Kurt Cavano has overall responsibility for Brian Devine driving GT Nexus’s strategic direction, for disseminat- Senior Vice President Dr. Thomas Frese is Senior Vice President of Fleet, ing the company’s track record of innovation and EmployBridge Procurement, and PMO at the Hertz Corporation. In market success, and for guiding key customer, his fleet role, he oversees strategy, vehicle acquisi- industry and partner relationships. He has over 25 Speaker tion, allocation, and car sales for the $15 billion years of experience helping corporations improve vehicle asset base. In addition, he leads Hertz’s their business performance through the intelligent Brian graduated from Towson State University with general Procurement and Continuous Improvement application of technology. Mr. Cavano is founder of a degree in Mass Communications. Brian began his departments. TradeCard, Inc., which merged with GT Nexus in career with Columbia National Mortgage Corporation, Prior to his role at Hertz, Dr. Frese spent 13 years 2013. Prior to founding TradeCard in 1999, he was a where he held the position of Area Vice President for with McKinsey & Company, where as a Partner he Vice President at American Management Systems, the Southeast Region. Brian has spent the past 16 served clients in the Travel, Transport, and Logistics an international business and information technology years in the staffing business. He began his staffing industries with functional emphasis on operations consulting firm. Mr. Cavano managed the Corporate career as Vice President of Marketing for US Person- transformation. Banking Practice of the AMS Finance Industry Group. nel (an acquired company). Since 1999 Brian has led Featured as one of World Trade Magazine’s 50 most ProLogistix, establishing it as one of EmployBridge’s Dr. Frese received a Ph.D. in electrical engineering influential people, Mr. Cavano is a frequent speaker most successful businesses. He is a past winner of from Purdue University in 2001, and a Dipl.-Ing. and writer on topics concerning international trade the corporation’s Spirit Award for his many contribu- degree from Ruhr-Universities Bochum, Germany in and global supply chain management. He holds a BS tions to the company and its success. During his 1996. in Bioscience from Penn State University and an MBA tenure with EmployBridge, Brian has held positions from New York University. including Area Vice President, and Division VP of ResourceMFG prior to his current position. He and his wife live in Columbia, S.C. and have four children.
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Thomas (Tom) Goldsby, Ph.D. the nation’s largest airports to use CNG for airside expertise to plan and execute joint & combined force Harry T. Mangurian, Jr. Foundation and contract fleets as a means to mitigate emissions military operations. Professor inBusiness and Professor to accommodate airport expansions. He also led the A graduate of the U.S. Naval Academy in Annapolis of Logistics company’s entrance into the liquefied natural gas with a BS in engineering, Heinrich also holds a MBA The Ohio State University (LNG) business and later convinced Freightliner and from the University of Kansas, as well as a Master of Kenworth to build the world’s first LNG heavy duty Science in Petroleum Management from KU. In 2012, tractors that served the Ports of Los Angeles and he was inducted into the University of Kansas School Super session chair and peer group facilitator Long Beach. Over the next few years, the company of Chemical and Petroleum Engineering Hall of Fame. Dr. Thomas J. Goldsby is the Harry T. Mangurian, Jr. went public, raised sufficient capital to commission He also attended the Kellogg Graduate School of Foundation Professor in Business and Professor of Lo- the first LNG plant in California and begin building a Management’s Advanced Executive program. gistics at The Ohio State University. Dr. Goldsby holds nationwide network of CNG and LNG stations that allowed heavy-duty trucks to move goods throughout a B.S. in Business Administration from the University Omar Keith Helferich, Ph.D. the U.S. of Evansville, M.B.A. from the University of Kentucky, Professor and Ph.D. in Marketing and Logistics from Michigan At the conclusion of 2014, Jim retired as the Central Michigan University State University. company’s Chief Marketing Officer but remained on Peer group facilitator & speaker Dr. Goldsby is Co-Editor-in-Chief of the Journal of staff as the CEO’s Senior Advisor. He has seen the Business Logistics. His research interests include company grow from $1 million in revenue in 1997 Dr. Helferich’s experience includes 25 plus years as a logistics strategy, supply chain integration, and the to over $400 million today. Last year Jim joined the consultant in environmental engineering, supply chain theory and practice of lean and agile supply chain Board of Directors at American Power Group (OTC: management, and humanitarian/disaster logistics. Keith strategies. He has published more than 50 articles in APGI) and the Dean of Engineering’s Executive Board earned a BS and MS in Civil/Environmental Engineer- academic and professional journals and serves as a at his Alma Mater. He earned a Bachelor of Science ing and an MBA from the University of Michigan and frequent speaker at academic conferences, executive Degree in Civil Engineering from UCLA and a Master’s doctorate in business administration with concentra- education seminars, and professional meetings. He Degree in Business Administration from Pepperdine tions in operations, logistics and information manage- is co-author of five books and recipient of the Best University. ment from Michigan State University. After a tour as a Paper Award at the multiple academic journals. Dr. US Army Officer in missiles Keith was employed for 5 Goldsby has received recognition for excellence in Mark Heinrich years as an engineer in nuclear, biological and chemical teaching at Iowa State University, The Ohio State General Manager safety/ environmental engineering for Atomic Energy University, and the University of Kentucky. He deliv- Microsoft Laboratories, Westinghouse nuclear power plant safety ered a course on Business Operations for The Great design, and DOD nuclear weapons testing in the Pacific Courses’ Critical Business Skills series in 2015. He is Super session chair and United States. recognized as one of the most productive research- ers all-time in the field of Logistics Management. Dr. Mark Heinrich is a General Manager at Microsoft, Keith’s 25 years supply chain consulting experience Goldsby is a member of the selection committees where he leads their supply chain and Logistics effort included Outreach Director of the MSU Supply Chain for several industry awards. He has supervised more which is building Microsoft’s Intelligent Cloud. Management Program, Partner of Cleveland Consult- than 100 Lean/Six Sigma supply chain projects with Prior to joining Microsoft, Mark was the CEO of ing Associates, CEO of Dialog Systems Inc. and a industry partners, chaired seven Ph.D. dissertations, AAMSI, an aerospace manufacturing & repair firm partner of AT Kearney. He continues as a 20 year and served as an investigator on five federally funded located in Fort Lauderdale, Florida. Additionally, he Red Cross disaster logistics volunteer with assign- research projects, exceeding $2 million in grant was a Managing Director with Alvarez & Marsal, a ments at Oklahoma Bombing, Mississippi Floods, proceeds. In his spare time, Dr. Goldsby competes as global performance improvement and turnaround transportation incidents, WTC 2001, major hurricanes one of the top masters (over-40) runners in America firm with annual revenue of over $1 Billion. At ‘A&M’, plus several National assignments. Dr. Helferich has for distances between the mile and the marathon. he led the public sector business unit, supervising published monographs and articles on supply chain, 40 consultants with a book of business of over $50 security, social responsibility, sustainability, artificial James (Jim) N. Harger Million annually. intelligence in logistics, humanitarian relief, and use Chief Marketing Officer of six sigma in humanitarian relief operations. Keith is Senior Advisor Mark Heinrich retired from the Navy in 2013 after a currently a CMU professor teaching logistics and hu- Clean Energy career that spanned more than 34 years. In his final manitarian relief. Dr. Helferich’s professional passion assignment, he served as the Commander (CEO is applying continuous improvement models (Deming Speaker equivalent) of the Naval Supply Systems Command Cycle and/or Six Sigma) to achieve sustainable (NAVSUP) and the 46th Chief of Supply Corps, where humanitarian operations including Rotary sponsored Jim Harger has been involved in the natural gas he led the Navy’s global supply chain practice. global non-profit clean water initiatives and disaster business for over 30 years – the majority has been In addition to his assignment as Commander of logistics for Red Cross. Dr. Helferich has developed dedicated to marketing Natural Gas Vehicles and NAVSUP and the 46th Chief of Supply Corps, Heinrich a humanitarian service learning course on campus building fueling stations. In 1997, he left Southern commanded the Defense Logistics Agency’s aviation and also a Humanitarian college course through CMU California Gas Company to join Pickens Fuel Corp., center of excellence in Richmond, Virginia, and subse- Study Abroad for volunteer work within the Dominican the predecessor to Clean Energy, as Vice President of quently served as the Chief Operating Officer (J-3) of Republic. His fun activities with wife Patricia include Marketing. He was the company’s first employee. the Defense Logistics Agency in Fort Belvoir, Virginia. Lake Michigan sailing, kayaking, ballroom dancing, While at Clean Energy, Jim pioneered the world’s In 2008, Heinrich deployed to the Middle East as hiking, and attending music/theater performances. first deployment of compressed natural gas (CNG) the Director of United States Central Command’s powered refuse trucks with Waste Management. In Deployment and Distribution Operations Center in parallel, his team convinced more than two dozen of Kuwait, where he applied deployment and distribution
47 2017 SCLA Program Speaker/Facilitator Biographies
Steve Holic Prior to her career with Verizon, Iazzetta held positions F. Robert (Bob) Jacobs, Ph.D. Senior Director Physical that included Assistant General Counsel, Adjunct Professor of Operations Management Distribution Excellence Professor, Certified Mediator, Litigation Associate and Villanova University Assistant Deputy Public Defender. Philips Peer group facilitator Super session chair Mary holds a Juris Doctor degree from Loyola Univer- sity, School of Law and graduated Cum Laude with Bob Jacobs is Professor of Operations Manage- Steven Holic has had 31 years of service at Philips. a Bachelor of Science degree from the University of ment at the Villanova School of Business, Villanova Currently he is Senior Director Physical Distribution Scranton, Pennsylvania. University and Emeritus Professor of Kelley School Excellence Integrated Warehousing & Distribution. He Tonya Jackson of Business, Indiana University – Bloomington. He has responsibility for the Philips Global Warehouse has degrees in Industrial Engineering, Computer and footprint and optimization strategy. In addition has SVP and Chief Supply Chain Officer Lexmark International Information Science, an MBA, and a Ph.D. in Opera- responsibility to drive Physical Distribution Excellence tions Management. for the Health Systems business of Philips. His scope Speaker includes the storage and physical goods flows for the He is the author of over 50 research articles on topics, Health Systems business line. Steve drives improve- which include inventory control, ERP systems, and ments of speed, agility, predictability and reliability us- As senior vice president of global supply chain design of manufacturing facilities, cellular manufactur- ing lean and continuous improvement methodologies operations for Lexmark International, Tonya Jackson ing and the scheduling of manufacturing operations. is responsible for worldwide supply chain operations to significantly improve performance and drive out He is co-author of three widely used Operations cost. He is responsible to build innovation with the including demand / supply planning, global sourcing, Management textbooks: Operations and Supply logistics partners to improve performance and profit- hardware and supplies manufacturing, logistics, and Management (15th edition 2017), Operations and ability as well as orchestrating end to end collabora- the Shared Service Centers for Lexmark. Supply Management: The Core (4nd edition 2016), tion between Factories, OEM’s and markets. Final Before assuming this role, Jackson served as the vice responsibility is to teach and deploy new concepts and Manufacturing Planning and Control Systems for president and general manager of worldwide supplies Supply Chain Management (6th edition 2010). These by tapping the collective knowledge of the Philips operations for Lexmark, where she was responsible organization and its partners. books are published by McGraw-Hill/Irwin in multiple for global manufacturing and engineering operations languages. of Lexmark’s printer supplies. Mary Iazzetta He is also co-author of The Supply Chain Profes- Director Global Strategic Sourcing Jackson has held various leadership roles at Lexmark, sional – Concepts and Analytics (2015), published by Verizon including director of experience design; director of Hercher Publishing; and co-author of Strategic Use of technology services; director of sustainability; and ERP (2006), published by Stanford Press. Speaker technology manager. Jackson also has co-authored five US patents related to Lexmark’s ink jet technology. Professor Jacobs is a fellow and past president of the Decision Sciences Institute. He also has served on Mary Iazzetta is a Director of Global Strategic Sourc- She began her career with IBM, holding various the APICS Board of Directors. ing at Verizon Communications, the largest wireless engineering staff positions. provider and the premier telecommunications com- Professor Jacobs’ hobbies include flying airplanes, pany in the United States. Mary oversees domestic Jackson holds a bachelor’s degree in chemistry from tinkering with sports cars, and fishing. and international Human Capital Management devel- Hampton University, a master’s degree in chemistry oping and delivering global category management from Vassar College and a master’s degree in busi- Chris Jones with strategic sourcing support for Contact Centers, ness administration from Ohio University. EVP Marketing & Services Contingent Workforce Programs, Consulting and Descartes Systems (USA) Kenny Jackson Professional Services, Business Process Outsourcing Speaker disciplines. She also leads the centralized Contract VP Inventory Fulfillment Management team that is responsible for end-to-end Lowe’s Companies contract negotiations, support and execution. In Speaker As Executive Vice President, Marketing and Services, this role, Iazzetta leads her group as trusted partners Chris Jones is primarily responsible for Descartes delivering great customer experience producing value marketing activities and professional services for through functional excellence. Kenny Jackson is currently the Vice President of Fulfill- Descartes’ solutions. ment and EDI at Lowe’s Home Improvement. In this Iazzetta has over eight years in the telecommuni- With over 30 years of experience in the supply chain role Kenny leads an organization that oversees Lowe’s cations industry in both Legal and Supply Chain market, Chris has held a variety of senior manage- fulfillment systems, purchase order creation and Services. During her tenure in Verizon, through ment positions including: Senior Vice President at tracking, electronic data flow, as well as the strategic visionary leadership, Iazzetta developed, launched, The Aberdeen Group’s Value Chain Research division, review and implementation of new fulfillment strate- and implemented the new centralized Contractual Executive Vice President of Marketing and Corporate gies. Kenny also has responsibility for leading Lowe’s Management group to provide best in class contract Development for SynQuest, Vice President and command center activities. His team’s primary goal management support across the Verizon footprint Research Director for Enterprise Resource Planning is to support Lowe’s purpose of helping customers forging supplier relationships, cross-functional stra- Solutions at Gartner and Associate Director Kraft love where they live by keeping Lowe’s stocked with tegic Sourcing, and valued partnerships with internal General Foods. business stakeholders. all the products customers need and want, when they need and want them. Kenny has been with Lowe’s Chris is an active member in the Council of Supply Also, as a start-up program within Verizon, Iazzetta since 2001 serving in various roles across the organi- Chain Management Professionals and has numer- steered the development, implementation and execu- zation including fulfillment, inventory planning, supply ous articles and blog posts published including a tion of the new Verizon Wireline and Wireless Contin- chain and network optimization, and merchandising. permanent blog on the publication DC Velocity. He has gent Workforce programs for which she received the Kenny has a degree in Biological Engineering from a bachelor of science in Electrical Engineering from Verizon Performance Excellence Award. Over the years, Louisiana State University, and an MBA in Supply Lehigh University. Chris has 2 children and lives in Iazzetta received several other prestigious Verizon Chain Management from University of Tennessee. Atlanta, Georgia with his wife and pet dog. Excellence Awards for contract negotiation, project management, and business partner service delivery. 48
Donald Klock, Ph.D. Applause award for her support and development of He has been active in the supply chain functions Professor of Supply Chain women owned businesses across the country. for over 30 years. Prior to Ryder, he worked for Management Kubicki-Hicks holds a BS degree in Business Manage- Accenture leading the Supply Chain Practice for the Rutgers Business School ment from West Chester University. New York/Northeast region. His work experience also includes responsibilities as Vice President, Cleveland Peer group facilitator David Lande Consulting Associates, and Materials Management responsibilities for General Motors. Don Klock is a senior global procurement and supply AVP Logistics chain executive with over 30 years of international CarMax He is a graduate of Kettering University and the and domestic experience with major multinational Speaker University of Michigan. consumer products corporations, such as Colgate Palmolive, Mars, Inc. and Reckitt and Benckiser. After Rhonda R. Lummus, Ph.D. retiring from Colgate Palmolive, he decided to pursue David joined CarMax in 2015 to lead CarMax’s Clinical Professor of Operations & a second career in teaching. He currently is a profes- logistics team at the company’s headquarters in Supply Chain Management sor of Supply Chain Management at the Rutgers Richmond, VA. Indiana University University Business School. He also directed the Rutgers Center for Supply Chain Management from In his role as Director of Logistics, David is responsi- Peer group facilitator 2009 to 2014. The Center for Supply Chain Manage- ble for managing the logistics of vehicle procurement Rhonda R. Lummus recently retired as a clinical pro- ment partners extensively with industry leaders to to final customer delivery. fessor of operations and supply chain management develop practical solutions in response to problems Carmax’s logistics team manages a network of 200+ at the Kelley School of Business at Indiana University encountered by the business community relative to partners, a private fleet & dedicated services to deliver in Bloomington Indiana. She earned a Ph.D. in opera- the management of the end-to-end supply chain. over 2M vehicles on an annual basis with approxi- tions management from the University of Iowa and a In 2008, Don completed an 11- year career at Colgate mately $200M in annual spend. BS degree in marketing from Bradley University. Prior to obtaining her Ph.D., she spent 15 years working in Palmolive where most recently he was Vice President- Prior to joining CarMax in 2015, David held various sup- Chief Procurement Officer. During his tenure, he materials management positions for manufacturing ply chain leadership roles at Ralph Lauren. Most recent- companies. completed a 4-year global procurement transforma- ly, managing Ralph Lauren’s Supply Chain Network for tion, achieving saving in excess of $1 billion. North America Retail Stores and managed the startup Rhonda has conducted research on various supply Professor Klock’s areas of expertise are global sourc- of Ralph Lauren’s Latin American Supply Chain. chain management topics writing articles on supply ing, cost saving identification, supplier innovation, chain strategy and flexibility. She has published David holds his dual BBA degree from Emory Univer- articles in Supply Chain Management Review, Journal supply chain systems and processes, customer sity in Operations & Finance. service improvement, talent management and change of Operations Management, Production and Inventory management. Management Journal, among others. In 2014, Rhonda John Lash coauthored a new book titled The Supply Chain In 2014, Don received Procurement Leaders Lifetime VP Product Marketing Professional – Concepts and Analytics. Achievement award recognizing him for both his busi- E2open ness and academic contributions. Rhonda has taught supply chain seminars and Speaker courses around the world including in Germany, Italy, Austria, South Africa, Korea, Croatia and China. At Barbara Kubicki-Hicks Indiana University, she was the Director of The Supply Procurement Executive As part of E2open’s product marketing team, Chain Alliance, an organization which serves as a fo- Bank of America John Lash heads analyst relations and manages rum for interaction between companies, Kelley School Speaker the company’s Forecasting Benchmark Study, a of Business faculty, and students interested in careers proprietary demand planning performance report in supply chain management. for the consumer products industry. John joined Kubicki-Hicks joined Bank of America in 1990 and has E2open through the acquisition of Terra Technology, John Maketa held number of leadership roles in Procurement Ser- where he led marketing and strategy for more than 6 Demographer, futurist and author years. Prior to Terra Technology, John held leadership vices, Vendor Sourcing, Supply Chain Management, Keynote speaker Purchasing Operations including Vendor Management positions in environmental sustainability, high-tech and Technology where she spent a number of years and data communications industries, with 30 years implementing ERP financial systems globally. of experience in marketing, business development, strategy, sales and mergers and acquisitions. John John is a Fellow and advisory board member of The She has responsibility for supporting our Global Bank- graduated from the University of Toronto with an Work Institute and a guest lecturer at the Fox School ing and Markets, Global Wealth Investment Manage- honors degree in Chemical Engineering. of Business at Temple University. In 2013, he was ment, Retail, Preferred and Small Business Banking invited as a subject matter expert to participate in businesses with end to end capabilities across the Paul Lomas the Global Digital Innovation Initiative at the United Third Party Program. Her team is responsible for VP Business Development Nations General Assembly. John is a co-author of the aligning procurement to business priorities and Ryder bestselling book Now You’re Thinking! and a research category strategies, managing the sourcing portfolio analyst of the 2014 EDA Trends in Executive Develop- and adherence to Third Party policy. Speaker ment Benchmark Report. John is a power walker who Currently she serves as First Vice Chair on the lives in Pennsylvania with his generation X wife Lisa Women’s Business Enterprise National Council’s Paul Lomas leads the Business Development function and Generation Y son Jack. Board of Directors, is a member of the Extended for the Consumer Packaged Goods Group within Executive Committee and chairs the Membership and Ryder’s Supply Chain Solutions. He joined Ryder as Revenue Generation Committee. In 2013, she won part of the TLC acquisition, where he held busi- the WBENC ness development, engineering, IT, and operations responsibilities. 49 2017 SCLA Program Speaker/Facilitator Biographies
Ronald M. Marotta Benjamin Massie Amy J. McDermott Vice President International Executive Director Global Customer Director, Marketing and Yusen Logistics (Americas) Fulfillment Communications Speaker Lenovo The Raymond Corporation Speaker Speaker
Ronald M. Marotta is the Vice President of Yusen Lo- Ben Massie is the Executive Director of Global Amy J. McDermott joined The Raymond Corporation gistics (Americas) Inc., International Division, an NYK Customer Fulfillment for Lenovo’s Data Center Group. in 2010 as a leader on the Marketing team. In her role Group Company, responsible for the Origin Cargo In this role, Ben is responsible for all e2e elements as Director of Marketing and Communications, Amy Management Group. Ron is based in Secaucus, NJ. of Lenovo’s data center clients order to delivery oversees Raymond’s enterprise branding, corporate experience across every region with employees in identity, marketing programs, advertising, public Ron graduated with a Bachelor of Science in Market- relations, digital, direct marketing, sales support ing Management from St. Peter’s College, and he 12 different countries. Previous to this role, Ben ran Lenovo’s North America Supply Chain responsible for tools, and event programs. The Raymond Corpora- has participated in numerous US Government, and tion develops, manufactures and distributes award industry training and educational programs. fulfillment of laptops, desktops, tablets, and server products in the North America region. winning material handling products and solutions. Mr. Marotta began his career at NYK more than Raymond has over 850,000 square feet of manufac- twenty four years ago. Over the past 24 years, Yusen Ben has 15 years of experience in the technology turing and office space, with manufacturing plants in Logistics has grown their international business over industry (Lenovo, IBM, Microsoft) working primarily Greene, New York and Muscatine, Iowa; as well as a 1,100%, and extended their service reach throughout across supply chain roles in critical client manage- parts distribution center in Syracuse, New York. There the globe. ment, demand planning, manufacturing operations, are 6,500+ Raymond team members and 106 Sales inventory management, supply chain strategy, and Since the fall of 2001, Ron has been involved in vari- & Service Center locations in North America and 37 materials management, in addition to roles in sales international dealers globally. ous global supply chain security initiatives, including operations, new product development and finance. supporting multiple US Government security training Before joining Raymond, Amy spent 12 years with activities throughout the globe. World Kitchen, LLC, a global consumer housewares Ian McCulloch company with leading brands, including Corelle, Cor- Ron has also assisted and supported numerous global Managing Director Supply Chain disaster relief efforts, and resilience activities. ingware, Pyrex, Bakers Secret, Chicago Cutlery and Strategy & Operations more. Amy was responsible for channel marketing He is also involved in the support and training efforts Duke Energy and the branded retail distribution activities for a wide for future government and multi-party responses to Speaker array of customers ranging from places such as “big disasters. box” to specialty stores. He has served as a Board Member of the Interna- Ian McCulloch is the acting Chief Procurement Officer McDermott holds a B.F.A degree from Kutztown State tional Cargo Security Council, is an ASIS International for Duke Energy. Responsible for all procurement University and an M.B.A from University of Hartford. member, and is a member of the Retail Industry and supply chain functions within Duke Energy’s Leaders Association Supply Chain Security Commit- regulated and commercial businesses. In addition to tee, and Steering Committee. Ron is also an Executive Ian’s CPO responsibilities, he is also the Managing Ken McDowell Committee Member of the Supply Chain Leaders in Director of Supply Chain Strategy and Operations. In VP Supply Chain Management Action, is a member of the CSCMP, and a member of this role, Ian’s organization is responsible for Analyt- Airgas, Inc. the Society of Corporate Compliance and Ethics, and ics, Category Management Governance, Inventory 2017 Executive Committee Chair numerous other trade organizations. Optimization, Supplier Engagement and Diversity, Accounts Payable and Operations. In addition, Ian Ken McDowell is Vice President, Supply Chain is the Sustainability Lead for Duke Energy’s Supply David L. Marsh Management for Airgas, the United States’ largest Chain Department. EVP and Chief Highway distributor of industrial, medical, and specialty gases Solutions Ian previously led the Progress Energy Supply Chain and related equipment, safety supplies and MRO Officer Strategy group beginning in 2010. Prior to joining products and services to industrial and commercial Hub Group Duke Energy, Ian worked for over 15 years in manage- markets. ment consulting focusing on supply chain business Speaker Ken leads Airgas in the development and implementa- transformations, technology implementations, and tion of complex supply chain management programs David L. Marsh was named Executive Vice President strategic sourcing engagements for utility and energy to deliver superior total cost of ownership savings to in May 2016, and Chief Highway Solutions Officer in industry clients. our strategic clients utilizing supply chain manage- September 2015, after serving as Chief Supply Chain Ian holds a Bachelor’s of Science in Engineering ment tools that analyze and improve the procurement, Officer from May 2014 to September 2015. From from Purdue University and a Master’s in Business inventory, mode of delivery, applications technol- 2007 to 2014, David served as Chief Marketing Officer Administration from Lehigh University. He is APICS ogy, and safe handling practices of Airgas products and from 2004 to 2007, he served as Executive Vice Certified in the Field of Production and Inventory and services. He works with all Airgas operation, President of Hub Highway. Previously, David has held Control (CPIM). procurement, and commercial teams to develop and the position of President of Hub Group Ohio, and manage strategic supplier relationships, streamline President of Hub Group Detroit. David joined Hub Duke Energy is one of the largest electric and natural business processes, implement quality improvement Group in 1991, and became General Manager of Hub gas utility holding companies in the United States. Its programs, and develop new technologies to simplify City Indianapolis in 1993. During his tenure with Hub regulated utility operations serve approximately 7.4 and improve the entire supply chain. Group, David has participated in several key initiatives million electric customers and 1.5 million natural gas that have helped shape the company into a leading customers located in seven states in the Southeast Prior to joining Airgas in 2002, Ken worked for Air transportation management provider. David received a and Midwest. The Supply Chain organization man- Products in a variety of engineering, operations, Bachelor of Science degree in Marketing and Physical ages over $10B in annual expenditures and $2B in and sales positions. Ken began his career on active Distribution from Indiana University – Indianapolis. He inventory. military duty stationed at Ft. Bragg NC as an officer in was honored as the Indiana Transportation Person of the Army Airborne Corps of Engineers. the Year in 1999. 50
Ken has a mechanical engineering degree and MBA, career at Werner in 1999 as the director of Operations the Director of the Center for Logistics Education and along with over 27 years of experience in the Indus- for Dedicated Services. During his 14 years at Werner Research at the University of North Texas. Dr. Pohlen trial Gas Industry. He is originally from Pittsburgh PA, Enterprises, he has held leadership roles in both retired from the United States Air Force as Lieutenant and currently lives near Reading PA with his wife Ann. Operations and Sales within Dedicated, Temperature Colonel with 20 years of experience in logistics. D Controlled, Intermodal and Value Added Services. CEO magazine identified him as one of the 500 most Jeff Metersky Prior to joining Werner, Parry spent nearly 10 years influential business people in DFW in 2015. VP Solutions Strategy working in a variety of roles for Schneider National. Prior to joining UNT, he has served on the graduate LLamasoft Parry holds a Business Management degree from faculty at the Air Force Institute of Technology, as an Speaker Indiana University-Purdue University in Indianapolis. adjunct faculty member at The Ohio State University, He and his wife, Andra, reside in Omaha, Neb., with and was on the faculty at the University of North their three sons. Florida. Dr Pohlen received an MABA and a PhD in As vice president of solutions strategy, Jeff Metersky Business from The Ohio State University, an MS in Lo- has global responsibility for designing comprehensive Werner Enterprises, Inc. was founded in 1956 and is a premier transportation and logistics company, with gistics from the Air Force Institute of Technology, and supply chain design solutions comprised of technol- a BS in Marketing from Moorhead State University. ogy, services, support, education and training for coverage throughout North America, Asia, Europe, future and existing LLamasoft customers. Throughout South America, Africa and Australia. Werner maintains His research focuses on the interrelationship between his career he has consulted in over 100 supply chain its global headquarters in Omaha, Nebraska, and the economy and the transportation system, and the design and inventory optimization engagements maintains offices in the United States, Canada, costing and financial management of logistics and across a variety of industries and geographies. Prior Mexico, China and Australia. Werner is among the five supply chain management. Dr Pohlen is currently to joining LLamasoft, Jeff co-founded CHAINalytics largest truckload carriers in the United States, with working on several freight related projects for the and was part of the team that brought i2 Supply a diversified portfolio of transportation services that Texas Department of Transportation. He is the lead Chain Strategist to market. Jeff holds a BS degree in includes dedicated van, temperature-controlled and author of CSCMP’s The Handbook of Supply Chain industrial engineering from The University of Illinois flatbed; medium-to-long-haul, regional and local van; Costing. His research has been published in the and an MBA in materials and logistics management and expedited services. The Werner Logistics port- Journal of Business Logistics, International Journal from Michigan State University. folio includes freight management, truck brokerage, of Logistics Management, International Journal of intermodal, and international services. International Physical Distribution and Logistics Management, and Jeff has expertise in many areas of supply chain, services are provided through Werner’s domestic and the Transportation Journal. including S&OP, inventory optimization, multi-echelon global subsidiary companies and include ocean, air inventory optimization, omni-channel fulfillment and and ground transportation; freight forwarding; and demand planning and forecasting. Jonathan Pridmore customs brokerage. Regional Integrated Demand & SupplyPlanning Director for NA Marcus Olsen Michael Parsley Mondelez International VP Procurement SVP of Distribution and Logistics Speaker Leggett & Platt Tailored Brands Speaker Jonathan Pridmore is the Regional Integrated Demand Speaker & Supply Planning Director for NA at Mondel�z Inter- national. Mr. Pridmore has been with Mondelez for 4 Marcus Olsen is the Vice President, Purchasing for Michael Parsley is the Senior Vice President of years and has over 25 years supply chain experience Leggett & Platt, Incorporated. He has been serving Distribution and Logistics at Tailored Brands. across the Food, Health & Beauty, and Pharmaceutical in this capacity for over two years and has responsi- Tailored Brands is the parent company of The Men’s industries working for Coty Inc., GlaxoSmithKline and bility for the corporate wide Purchasing function as Wearhouse, Jos A Bank, Moore’s, K&G and Joseph Unilever. well as well as the Global Services (customs, trade, Abboud Manufacturing. Michael is an accomplished, and systems) function. Prior to his current role, he ambitious and results-driven Operations Manage- Jonathan has worked in the UK, Holland and now the served in the US Army Reserves (active duty for ment Executive with broad based expertise leading USA. He has held multiple Global & Regional leader- Desert Storm / Desert Shield) while attending Purdue effective strategic planning and execution, operations ship positions across a broad range of Integrated University where he received his BS in Mechanical performance, and cross-functional team leadership Supply Chain functions including Demand & Supply Engineering and his MS in Industrial Administration. In in support of multi-billion dollar companies across Planning, S&OP/IBP, Customer Service & Logistics addition, he earned a MS in Industrial Engineering and multiple industries. Michael’s previous experience CoE, Manufacturing, Purchasing, New Product Devel- Operations Science from Northwestern University. includes Amazon, Macy’s, Vistaprint, Innovex and H.P opment and Commercialization. His early career experience was with Whirlpool and Reid where he held positions ranging from Director Jonathan lives in New Jersey with his Wife and three LogicTools (now IBM) and more recently with Panduit to President. children and holds a BSc in Physiology and Biochem- Corporation and Xchanging Procurement Services all istry from Kings College, London University. in sourcing or logistics related roles. Terrance (Terry) Pohlen, Ph.D. Associate Professor of Logistics; Mike Rayburn Matt Parry Associate Dean for Operations and International speaker and author SVP of Logistics Research Director Keynote speaker Werner Enterprises University of North Texas Speaker Peer group facilitator As a Hall of Fame international keynote speaker, Matt Parry is the senior vice president of Logistics for Terrance (Terry) Pohlen, Ph.D., is a professor of author, comedian, and world-class guitarist, Mike Werner Enterprises, an industry leader in asset-backed logistics and the Associate Dean for Operations, Rayburn is an inspirational thought leader and one transportation and logistics. Parry is responsible for the College of Business, University of North Texas. He of the most in demand and un-conventional keynote Value Added Services division, including all of Werner was the founding Director of the Jim McNatt Institute artists in the world. Drawing from his success as an Enterprises’ domestic logistics solutions. He began his for Logistics Research and served for twelve years as entrepreneur as well as a Carnegie Hall headliner,
51 2017 SCLA Program Speaker/Facilitator Biographies
Mike is a master at increasing profitability and impact Rick Sather representing the companies”. Olivia’s book A Thief, by inspiring your team to become possibility thinkers VP of Supply Chain Operations A Failure, A Fabulous Future and her interactive audio and virtuoso performers... all by daring you to ask the Link Snacks, Inc. series Spokes to Spectacular Speaking are available question, “What if...?” on her website oliviaschofield.com. When not travel- 2017 Education Committee Chair The “What If...?” Experience is Mike’s transforma- ling she is kept on her toes by her two teenage girls. tional, hilarious keynote presentation. In it Mike uses Rick Sather, vice president of supply chain and opera- his amazing guitar work and hilarious comedy as a Allison Shapira tions at Link Snacks, Inc., Sather received a Bachelor metaphor, to illustrate three tools designed to turn CEO of Science degree from the University of Wiscon- your team into an army of innovators with the peak Global Public Speaking sin-Stout. Following graduation, Sather began his performance skills to transcend the status quo to stop 29-year journey with Kimberly-Clark. During his time at Speaker managing change, and lead by creating change. Oh... Kimberly-Clark, Sather worked in 14 different positions and they’ll laugh so hard it hurts! with progressive functional and leadership roles. Allison is the CEO and Founder of Global Public The measure of any speaker is the results they At Kimberly-Clark, Sather gained experience in supply Speaking LLC. She is a former opera singer who produce. Mike is consistently cited as “the hit of the chain and operations. Career highlights include sig- teaches public speaking and presentation skills at the conference,” and “what we needed and didn’t even nificantly improving safety results, customer service, Harvard Kennedy School, gives keynote speeches, know it.” More importantly, businesses regularly attri- cost transformation and building a culture focused on and develops training programs for Fortune 500 com- bute significant, sometimes exponential increases in problem-solving where team members were highly panies, government agencies, and nonprofits around sales, impact and morale to the application of Mike’s engaged to drive improvements every day. the world. She has worked with elected officials, keynote tools and breakout session content. In addition to his career, Sather is also a published military veterans, businessmen and businesswomen, Also, in the same way a great song gets stuck in your author of “Lean RFS (Repetitive Flexible Supply)” with diplomats, nonprofit leaders, and entrepreneurs. head, Mike’s “What if...?” message gets repeated Ian Glenday. This book was awarded the Shingo Prize For nearly 14 years, Allison has helped people speak over and over, imprinting his most powerful tool in Research and Professional Publication Award in 2014. with confidence, network with authenticity, and their memories and affecting immediate results and handle difficult questions. Allison is a TEDx speaker permanent improvement. In October of 2014, Sather decided to take a leap of faith and join team Jack Link’s as vice president of and songwriter who speaks and performs worldwide Always on the cutting edge, international keynote supply chain and operations. In this position, Sather and uses music as a way to help others find their speaker Mike Rayburn is a Certified Speaking Profes- is responsible for all customer facing supply chain voice and their courage to speak. sional (CSP), Hall of Fame speaker (CPAE), two-time (customer service, logistics/transportation and distri- Allison also travels around the world with the non- TEDx presenter, has performed more than 4,000 pre- bution), manufacturing, operations planning (demand profit Vital Voices Global Partnership, teaching public sentations and his comedy remains in heavy rotation and supply) and procurement. speaking as a way to help women leaders grow their on Sirius/XM radio. Mike has been featured in USA business, run for office, or launch a nonprofit organi- Today, Newsweek, Billboard, American Entertainment, Sather was excited to join the Jack Link’s team and zation. She has taught training programs in Europe, Gig, and Successful Meetings magazines. make a difference in the company’s supply chain and operational excellence initiatives and deliver world- South America, Africa, Asia, and the Middle East. She class results for safety, food quality, customer service holds a master’s degree in public administration from Mary J. Rollman and cost; enabling Jack Link’s to grow even more into the Harvard Kennedy School and is a member of the Managing Director the future. National Speakers Association. She speaks Italian Accenture and Hebrew and has studied eight other languages. Speaker She lives in Washington, D.C. and works with clients Olivia Schofield around the world. International speaker, Mary is a Managing Director in the Accenture Strategy trainer and coach Operations practice. She is based in Boston, Massa- Andrew Smith Keynote speaker chusetts. Mary joined Accenture in 2000, then spent Director of Finance twelve years in the Supply Chain/Operations organiza- PepsiCo tion, working with clients across all supply chain func- Olivia is the founder of SpectacularSpeaking.com, Speaker tions and industries. In 2012, Mary left Accenture and a company dedicated to raising the standard of joined Amgen a Biopharma company based in Los An- public speakers and their presentations. Olivia is the geles, California. At Amgen, as the Director of Global European Champion of Public Speaking and the Top Andrew Smith has worked in PepsiCo’s Customer Expansion and M&A for the Operations organization. Woman Speaker in the World Championship of Public Supply Chain & Go-To-Market Global Operations group She was responsible for due diligence and negotia- Speaking, 2011, held in Las Vegas. She is trained in since 2006, leading efforts in customer scorecarding, tions activities supporting Amgen’s global growth movement, acting and voice and holds a first class peer benchmarking, project management and busi- agenda, leading deals in US, Russia and Turkey. She degree in Communication and Linguistics. ness case analysis for key customer initiatives. He has been with PepsiCo for 28 years in various finance also led the Operational Excellence effort and team She has performed on stage in front of Prince Charles for the Global Supply Chain organization. As part of and supply chain leadership roles. Prior to his current and Princess Diana, has over 20 years’ experience role, he led efforts to increase efficiency and flexibility Amgen’s large scale transformation program, she also in production and sales and has worked for media co-led a strategic program to create an integrated in the Frito-Lay supply chain, with a focus on creat- companies including the BBC, ITN, Granada Television ing increased capability for channel differentiation. planning process across Commercial and Operations and Reuters. She has worked in both Europe and the functions. Mary rejoined Accenture in December He has also led financial planning and forecasting States, giving Keynotes and workshops to audiences across Frito-Lay manufacturing operations and led 2015 and currently leads the North America supply of up to 2,000. chain strategy organization. In addition to leading the field distribution for the upper Midwest and various practice, she also works with multiple clients across She says, “So much attention is spent on branding, manufacturing plant operations. He is a graduate of the Biotech and Pharmaceutical industry. marketing and sales, but hardly any attention is given Purdue University. to polishing the performance of the spokespeople
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Chris Smith ers, developers and communities. Prior to joining Anita currently serves as the lead on the Mondelez SVP Distribution Operations BNSF, he spent 12 years leading strategic real estate International Global Diversity Task Force and as an McKesson initiatives at various divisions of Walmart Stores, Inc. Officer for Network of Executive Women’s Northern Mr. Tanner’s previous experience included managing California Region. She received a BA in Liberal Arts Speaker business development and site location projects for from St. Mary’s College of California and studied a Carter & Burgess, Inc. and the Missouri Department year abroad as part of her undergraduate studies. Chris is Senior Vice President of Distribution Op- of Economic Development. Throughout his career, he She was self-employed out of college and worked erations for US Pharma. US Pharma’s Distribution has led teams that developed over 35 million square as a Loan Officer having obtained her California Real Network of 29 DCs supplies 1/3 of the Rx product feet of industrial and commercial space throughout Estate license and helped support the start-up of a dispensed in the US, stocks 43K SKUs, fulfills 1.5M the United States. He holds a bachelor’s degree from mortgage brokerage company. In 2002, she received order lines per night, and makes 27,000 deliveries per the University of Missouri and a master’s degree from her MBA from St. Mary’s College of California. day to our Independent Pharmacy, Health System & Missouri State University. Mr. Tanner currently resides National Account customers. Anita is an avid reader and loves to travel. She has in Haslet, TX with his wife, Kelly, and their two boys, traveled extensively through Europe, UK, Canada and Kannon and Kolt. the U.S. as well as a few countries in Central America. Lisa Smith Anita was recently married and currently resides in Manager Business Planning Tony Topenick Northern California. Duke Energy Director Manufacturing Operations Speaker The Raymond Corporation Renee Ure Speaker VP, Global Operations Enterprise Ms. Smith leads the PMO function for enterprise In- Services ventory Optimization strategies within Duke Energy’s Tony Topencik is the Director of Manufacturing Opera- IBM Corporation Supply Chain Strategy organization. Her focus is to tions for The Raymond Corporation. Over his 23-year 2017 SCWA Committee Chair provide support of managing over ~$2.3B of inven- tenure at Raymond, he has worked as a Principal Sys- tory assets to ensure and enable operational and tems Engineer, Computer-aided Engineering Specialist Renée A. Ure is currently Vice President, Global financial excellence. Ms. Smith leads a centralized and Advanced Manufacturing Engineer. He previously Operations for IBM and leads a global organization of enterprise team of Strategic Demand Planners, Cata- served in managerial roles as an Assembly Operations 7500+ employees in 50 countries responsible for the log Optimization Analysts, and a Category Manager manager, Toyota Production System manager and quote to cash process for the corporation. focused on MRO and Distribution Network strategies. Operations Engineering manager. She joined IBM in Poughkeepsie, New York in 1985. Direct areas of responsibilities include Inventory Topencik holds a Bachelor’s degree in Aerospace She has more than 20 years of senior leadership Controls Policies, leveraging lean/six sigma and DFSS Engineering from the University at Buffalo and a experience. Her management expertise expands to tools, delivering advanced analytics, and collaboration Master’s of Science degree in Technology Manage- the full range of operational functions – manufactur- with the functional business units, finance, and vari- ment from the University of Maryland. ing, finance, procurement, fulfillment, combined with ous support organizations across the corporation. her last 8 years in pre and post-sales operations. She She was the Day-1 project manager for the Duke Anita Torrano has held executive supply chain roles in hardware, Energy Supply Chain merger and integration Director Center of Excellence, services, software, and solutions. In 2013 she was implementation teams providing oversight for eight CS&L NA identified as instrumental to drive the integration of critical combined company processes. Ms. Smith Mondelez International pre and post-sales execution operations for IBM, assuming her current role and leading an organiza- has over 15 years of experience external to the utility Speaker industry in domestic and international manufacturing tion that handles over $80 billion of revenue for the operations. Other areas of experience have been Anita Torrano is a Director at Mondelez International, corporation. responsible for leading business process excellence within business operations as a plant manager, toll Renée proudly extends her leadership to the com- across functions and within CS&L and owns the capa- formulation production manager, product develop- munity. In 2014 she was the IBM North Carolina bility build strategy for CS&L in North America. ment and quality engineering. Ms. Smith is a Certified Employee Charitable Contribution Campaign leader Process Engineer with Six Sigma Green and Black She began her career with Kraft in 1994 as a Custom- responsible for enabling IBM employees to donate Belt credentials. er Service Coordinator in San Leandro, CA. During to a charity in their community. This event helped Ms. Smith is a graduate of the University of Cincin- Anita’s 22 years with Kraft/Mondelez International, she raise over $2M in donations across North Carolina. nati. She is a member of the American Production and progressed through a number of Customer Service, Renée is also a board member of the American Lung Inventory Control Society (APICS), Project Manage- Project Management, Supply Chain and Human Association for North Carolina working to save lives ment Institute (PMI), American Society for Quality Resource positions of increased responsibility, in both by improving lung health and preventing lung disease, (ASQ) and the American Association of Blacks in field and headquarter assignments. She success- through research, education and advocacy. Her affin- Energy (AABE). fully led the Change Management work of the SAP ity to non-profitable is also shared with the business integration within Customer Service and Warehouse community. She joined the Distribution Business Man- Colby Tanner Distribution, and as a Regional Director of Logistics agement as a board member in 2014 and every year AVP Economic Development and Area Director of Logistics has led unprecedented sponsors and promotes the Supply Chain Leaders in BNSF Railway years of safety results and revenue growth support. Action event. It provides think tank forums between She was also leading the Supply Chain Women business and academia that seek solutions to the Speaker Employee Resource Group at Kraft Foods and lead pressing issues facing today and tomorrows supply efforts on the team to create models for both compa- chain and logistics executives. Colby Tanner joined BNSF Railway in 2015 as the nies prior to the split – ensuring viability and presence Renée holds a Bachelor of Science degree from AVP of Economic Development. In this role, he is in both companies in the future. In 2012, Anita was Babson College in Wellesley, Massachusetts, with responsible for directing, planning and implementing appointed Director of Logistics for the West Area a concentration in finance and investments. She is the location and expansion of industries to the BNSF where she, lead the Customer Logistics organization married, has two sons and lives in Morrisville, North System through collaborative efforts with custom- responsible for servicing $1.7B in revenue annually. Carolina. 53 2017 SCLA Program Speaker/Facilitator Biographies
Patrick Visintainer Joanne Wright Dr. Young serves on the editorial boards of several SVP Global Accounts VP Supply Chain of the leading supply chain and logistics journals. Airgas, Inc. IBM Corporation He is a fellow of the Chartered Institute of Logistics and Transportation and a senior research fellow of Speaker Speaker the Institute for Supply Management. In 2007 he was a co-principal investigator on a research grant Patrick Visintainer also known as Pat serves as SVP Joanne Wright is Vice President, Supply Chain for examining railroad security, which became the theme Global Accounts at Airgas, Inc. He served as Senior IBM, responsible for the strategy, execution and of his forthcoming book, Railway Security: Protecting Vice President of Sales at Airgas, Inc. since January business results for IBM’s manufacturing, fulfillment against Manmade and Natural Disasters. 1999 and as Vice President, Sales and Marketing of and Client Solutions across more than 170 countries. Airgas, Inc. from February 1998 to December 1998 Joanne is accelerating IBM’s transformation through Zach G. Zacharia, Ph.D. and President of one of Airgas, Inc.’s subsidiaries leadership, global talent development and building a Associate Professor, Supply Chain from April 1996 to January 1998. culture of engagement, agility and innovation. Creat- Management and Director, Center for ing World Class supply network leveraging Cognitive Until March 1996, he was employed by BOC Gases Global Supply Chain Research Supply Chain, Advanced Analytics and advancing and served in various field positions including National Lehigh University Sales Manager, Industrial and Specialty Gases and Blockchain to revolutionize IBM’s Supply Chain. Peer group facilitator & speaker National Accounts Manager. Joanne brings extensive experience across Supply Pat graduated from Auburn University in 1986 with a Chain and Transformation and has held a number of Dr. Zach G. Zacharia is an Associate Professor of Bachelor’s of Science in Business Administration. senior leadership positions at IBM including Procure- Supply Chain Management and Director of the Center ment, Client Fulfillment and Enterprise Transformation. for Supply Chain Research in the College of Business and Economics, Lehigh University where he teaches Joanne is a member of the Women in Technology Chelsea (Chip) C. White III, Ph.D. Graduate and Undergraduate courses in Supply Chain International, the Executive Sponsor of Global Women Professor and Schneider National Operations Management and Logistics and Trans- of IBM and a member of IBM’s Growth and Trans- Chair of Transportation and Logistics portation. He graduated with a B.S. in Mechanical formation Team. She serves as Executive for Supply H. Georgia Institute of Technology Engineering from the University of Calgary, an MBA Chain Leaders in Action and one of Fortune’s Most from the University of Alberta, and a Ph.D. in Logistics Peer group facilitator Powerful Women Next Gen. with a minor in Marketing from the University of Chelsea C. White received his Ph.D. from the Univer- She is a graduate of Glasgow Caledonian University, Tennessee. His current research interests include sity of Michigan (UM) in 1974 in Computer, Informa- Scotland with a BA Honors Degree in Business and Collaboration/Coopetition within the Supply Chain, tion, and Control Engineering. He has served on the Marketing. She also holds a Diploma in Procurement Supplier Satisfaction and the Physical Internet. faculties of the University of Virginia (1976 - 1990) and Management from Strathclyde University, Scotland. UM (1990 -2001). He has served as School Chair of Before joining Academia, Zach worked at the Univer- the H. Milton Stewart School of Industrial & Systems sity of Tennessee, Center for Transportation Research Engineering (2005 -10) and holds the Schneider Richard (Rich) R. Young, Ph.D., FCILT for six years as an Associate Director. He also worked National Chair of Transportation and Logistics at Professor of Supply Chain Management at the Department of Transportation in Alberta, the Georgia Institute of Technology, where he is the Pennsylvania State University Canada for ten years as an Equipment Engineer. He is former Director of the Trucking Industry Program (TIP) Peer group facilitator & speaker a principal in BZS Consulting, which primarily focuses and the former Executive Director of The Logistics on teaching Supply Chain Operations Management Institute. While at the University of Michigan, he was and evaluating collaboration and procurement strate- Richard R. Young holds a B.S. in Operations Manage- the founding Engineering Co-Director of what is now gies across firms in a supply chain. ment from Rider University, M.B.A. from the State the Tauber Institute for Global Operations. University of New York at Albany and Ph.D. in Busi- Among the awards that Zach has received is the He serves on the boards of directors for the Industry ness Logistics from the Pennsylvania State University. Staub Faculty Excellence Award (2013) for the College Studies Association and the Bobby Dodd Institute of Business and Economics – Lehigh University, Best Prior to joining academia, Dr. Young was a Materials and is a former member of the board of directors Paper Finalist (2010) from the Journal of Operations Handling Engineer for the Thatcher Glass Company, for Con-way, Inc. (NYSE: CNW, 2004-2015), The Management, Best Paper Award (2007) from North Corporate Purchasing Manager at the Sprague Logistics Institute-Asia Pacific, ITS America (a Utilized American Research/Teaching Symposium on Purchas- Electric Company, held supply management positions Federal Advisory Committee), and the ITS World ing and Supply Chain Management, Outstanding at American Hoechst Corporation, and was Director of Congress. He has been a keynote speaker at a variety Student Paper Award (2000) from the Society for Mar- International Distribution for the Specialty Chemicals of international conferences and meetings and has keting Advances and Doctoral Dissertation Proposal Group of Hoechst Celanese where he also chaired provided testimony to legislative committees at the Award (2000) from the University of Arkansas. a post-merger integration team. After completing Federal and State levels. He is a Fellow of the IEEE, his doctorate, Dr. Young worked in strategy for new a Fellow of INFORMS, and a former member of the ventures at Conrail. World Economic Forum trade facilitation council. His most recent research interests include analyzing the Dr. Young has taught and/or made presentations role and value of real-time information and enabling worldwide, including in Belgium, Canada, Germany, information technology for improved supply chain Japan, Saudi Arabia, Singapore, and Switzerland. He productivity and risk mitigation, with special focus on has consulted with firms in chemicals and plastics, the U.S. trucking industry. steel and coke, telecommunications, industrial and automotive components, international airlines, railroad transportation, building products, and consumer goods industries, as well as state government and the U.S. Department of Defense.
54 51 PROFILES OF EXCELLENCE
IBM Earns the 2017 DBMA Circle of Excellence Award By Omar Keith Helferich, Ph.D.
Sustainable supply chains are conservation, recycling, reuse and an imperative for the planet. And product stewardship: within IBM’s Transformation and Conserving Energy: IBM codified Operations business unit, the its energy conservation and man- Global Procurement organization is agement program in 1974 and it leading key programs to improve has continued without interruption sustainability and connectivity ever since. In 2015, IBM’s conser- within our supply chain. IBM’s vation projects saved $28.9 million programs in this area are extensive in energy costs alone. and include Social and Environ- mental Management Systems, Product Recycling and Reuse: As Supply Chain Social Responsibil- part our product end-of-life man- ity, Business Continuity Planning, agement activities, IBM has of- and deployment of blockchain and fered product take-back programs cognitive technologies to improve in Europe since 1989. In addition transparency and security. to helping commercial customers with its Global Asset Recovery Ser- IBM’s corporate environmental vices, IBM implemented in 1991 a and sustainability programs date required environmental evaluation to the 1960s, when the company of the company’s PELM suppliers, formalized its stance in the Corpo- mandating the use of only those rate Policy on IBM’s Environmental suppliers with a strong focus on Responsibilities. environmental management. In recognition and appreciation Product Stewardship: IBM’s prod- of their profound and sustained uct stewardship program began in commitment to corporate social 1991 and animates the mission to responsibility, the Distribution develop, manufacture and market Business Management Associa- products that are increasingly en- tion is proud to honor IBM with the ergy-efficient and recyclable. 2017 Circle of Excellence Award. Each year, a panel of DBMA IBM’s programs also include a experts and academics takes stock commitment to global procure- of America’s major corporations ment sustainability strategy. and their demonstrated perfor- Supply Chain Social and Envi- mance in conducting environmen- ronmental Management System: tally responsible business. The IBM’s Supply Chain Social mission is to recognize past, pres- and Environmental Management ent and future conscientiousness System program, developed that ensures sustainability through in 2009 guided by ISO investment in business tools, tech- 14001, continues with the aim of nology and management commit- consolidating the disparate social ment. and environmental aspects of Big IBM’s sustainable commitment Blue’s supply chains under one to the environment and social comprehensive organization (Fig- responsibility comprises energy ure 1 — Step 1). 56 NEW AD PLACED 5/4
0 Sharing of Environmental Re- With both a current and historic engrain new heights of data vali- quirements: IBM sends to thou- reputation for having a sustainable dation into the way we work. IBM sands of suppliers in dozens of supply chain, IBM feels a duty to understands blockchain and the countries a set of social and envi- live up to it, by relentlessly improv- technology’s power to change the ronmental requirements that are ing upon our current standards. not only the internet, but, by exten- a precondition of doing business IBM has begun to employ both sion the world. with IBM. (Figure 1 — Step 4). The blockchain and cognitive solutions IBM is committed to sustainabil- success of S&EMS has resulted to create a smarter, more sustain- ity across its supply chain and we in perfect scores in the last three able supply chain. Blockchain strive to conserve water, energy consecutive external audits of the collects and stores financial and and to recycle as much as possible. supply chain, in 2013, 2014 and transactional data with tamper- To broaden the impact of these 2015. proof qualities from a wide variety initiatives, we hold our suppliers Supply chain social responsibil- of systems that can be traced and to the same high standards as we ity has been an element of IBM’s validated by multiple parties. hold ourselves. procurement strategy since 2004. With work in progress to build It is not by accident that IBM be- Continuous focus on social respon- blockchain capabilities into IBM’s came a leader in conservation and sibility and the commitment to au- audit processes, we can expect sustainability. Through a continual dit our suppliers has helped foster these to change from a passive, ret- redoubling and refinement of our many improvements over the past roactive responsibility to an active, practices and those of our suppli- decade. Over the next 11 years, the real-time application built into each ers, we will continue to lead by company conducted almost 1,858 exchange and hand-off. This capa- example to improve our own supply full-scope audits. bility will ultimately lower costs and chain, and those of others as well. ■ .
58 Doug Evans Earns DBM’s 2017 Distinguished Service Award
The Distribution Busi- Distribution Business Management Association ness Management As- presents the Distinguished Service Award each sociation is honored to year to a person who has made an outstanding present the Distinguished service contribution to the supply chain profes- Service Award to Doug sion. The award recognizes service in the areas Evans, Senior Direc- of supply chain management, professional soci- tor Customer Service & eties, publications or conferences, and leader- Logistics at Mondelez ship that has a major impact on the advance- International. Doug’s ment of supply chain as a discipline and career. decades of experience Doug’s 34 year career in the CPG business have made him a leader in his field. In acknowl- includes multiple leadership positions in Sup- edgment of his eleven years of dedication to the ply Chain, Sales, Customer Business Teams and Supply Chain Leaders in Action, the Distribution Labor Contract Management with Nabisco, Frito- Business Management Association and his work Lay, Kraft Foods and Mondelez International, within supply chain, we recognize Doug and which separated from Kraft Foods in October place him among his peers of winners of the an- 2012. Doug has been an active member of the nual Distinguished Service Award. SCLA for many years.
Duke Energy Honored with 2016 DBM Circle of Excellence Award Duke Energy’s sustainable supply chain management strate- gies and continued company commitment to growth through innovation made it a natural choice to receive the 2016 Circle of Excellence Award at the 2016 Supply Chain Leaders in Action Annual Executive Business Forum at The Scottsdale Resort at McCormick Ranch in Scottsdale, Arizona. Duke Energy was chosen for this award because of its sustainable supply chain management strategies and continued company commitment to growth through innovation. Duke Energy has impressed us with its corporate governance, environmental policy, climate strategy, human capital development and labor practices. Also of notable merit is Duke Energy’s dedication to balancing the diverse interest of customers, communities, employees and shareholders. Duke Energy continues their commitment to social responsibility programs at all levels of the organizations also working with universities to achieve continuous improvement. The Distribution Business Manage- Jeff Corbett, SVP and CPO, Duke Energy (2nd from right) accepts the 2016 Circle of Excellence ment Association is proud to honor Duke Energy with the 2016 Award with Jack Thorn, Ph.D., Chairman, DBMA (far left), Omar Keith Helferich, Ph.D., Central Circle of Excellence Award. Michigan University (2nd from left) and Amy Thorn, Executive Director, DBMA (far right).
59 INDUSTRY ARTICLE
sales per item rose 2% points. Supply Chain Forecasting: More troubling is the rapid prolifera- tion in total items offered for sale since Foggy with a Chance of 2010. The number of total items has more than tripled; many of which have Progress since been discontinued. For each 100 items introduced, 86 were discontin- By John Lash ued. Each introduction and discontinu- ation is associated with various supply Executive Summary value-added and cuts forecast error by costs including setup changes to For years, supply chains have been an average of 37%. It also more than manufacturing, inventory of raw materi- growing increasingly complex, driven doubles productivity, allowing plan- als, packaging and finished goods, as by item proliferation instead of sales. ners to support higher workloads while well as write-downs for obsolescence. Since 2010 the number of active improving performance. The combined The scale and pace of this turnover items has outpaced sales growth by use of real-time data, algorithms and raises concerns about the hidden costs a factor of 5. More concerning is the automation is key to these results. of growth through innovation strate- rapid proliferation of total items, which Real-time data mean that forecasts gies. now reflect current market conditions; more than tripled, adding significant The Long Tail cost with little benefit. However, this algorithms provide the same level of year saw initial signs of hope, as more care to all items whether they are in Tails represent a major financial companies reduced their portfolio size the tail or are top sellers; automation commitment for make-to-stock manu- rather than expanding it. While it’s too enables scalability to process and pub- facturers and comes with many hidden early to know if this is a trend, it’s defi- lish daily forecasts for even the largest costs. Just how long is the tail in nitely a move in the right direction and supply chains. The result is a significant consumer goods? The answer is 83% might signal a focus shift from market improvement in planning performance of all items. To measure performance share to profitability. across all parts of the business includ- of the tail, the dataset was divided into The top 10 percent of items generate ing top sellers, the tail, new introduc- five velocity quintiles, each comprising 78 percent of sales, whereas the bot- tions and seasonal products. 20% of sales. It turns out that the tail tom 50 percent are responsible for less Complexity – Item Proliferation ITEM DISTRIBUTION BY VELOCITY than 1 percent of shipments. Half of all items could be cut with little impact on Each year, the study examines the sales. The long tail, which represents state of supply chain complexity by the slowest-moving items, contains 83 tracking item proliferation since 2010. percent of all items. Some slow-mov- Growth through innovation strategies ing products obviously serve some continue to drive complexity instead of deeper strategy, but 83 percent is sim- sales. Active items grew 31% com- ply a difficult figure to justify. Despite pared to only 6% for sales. As a result, the huge investments in traditional sales per item dropped 19%. Despite demand planning systems and pro- these unfavorable trends in network cesses, performance has stalled, with complexity, 2015 saw initial signs of key metrics such as forecast value- a positive change. For the first time, added and error essentially unchanged more companies reduced the number over the past 5 years. New introduc- of items in their portfolios instead of closely follows the 80/20 rule, with the tions, seasonal products and items in expanding them. Consequently, the slowest-moving 83% of items making the tail remain particularly challenging number of active items dropped 1% up 20% of the volume. In contrast, the for traditional systems to forecast. point; sales gained 2% points; and fastest-moving quintile which repre- Continuous improvement programs to ITEM PROLIFERATION AND SALES GROWTH sents a company’s “A” and “super-A” squeeze more from the status quo are items accounts for only 1% of prod- failing to provide incremental value, ucts. let alone achieve the step-change in A different view of the data shows performance and productivity required that the top 10% of items generate to lead the competition. 78% of all sales; whereas the bottom With demand planning performance 50% contribute only 1%. This means stuck, pursuing technology advances that essentially half of all items could is particularly relevant and timely. In be cut with little impact on sales. These what might be the world’s largest use glacially-moving items add complexity case, the study finds that Demand with little value and clearly illustrate Sensing more than doubles forecast that not all revenue is good revenue.
60 ITEM DISTRIBUTION BY VOLUME FORECAST ERROR FOR NEW AND EXISTING ITEMS
DEMAND PLANNING DEMAND PLANNING BIAS BY YEAR BIAS FOR NEW AND EXISTING ITEMS Forecast Error Despite the slight drop in complexity, forecast error is unchanged from last year and remains flat at 50% +/- 1-2% throughout the study. It is clear that traditional forecasting systems and processes have reached their limits and are unable to provide the step- change in performance that manage- ment seeks from modern supply chains.
DEMAND PLANNING FORECAST ERROR BY YEAR Innovation Innovation is a strategic activity to Forecast Value-added grow sales, protect existing markets Forecast value-added, which mea- and retain consumer relevance in a sures the impact of demand planning fast-changing world. New items have investments, has remained essentially always been challenging to predict. stable at an average of 9% +/- 1-2% Traditional time-series statistical over the 5-year period, revealing the methods require at least 2 years of limits of traditional planning systems and processes. The incremental gains prior sales to create a basic sea- are far from the step-change that sonal model. Clearly no one can management seeks from investments wait 2 years to forecast new items, in planning systems. so planning relies heavily on human Bias input. This introduces significant bias, FORECAST VALUE-ADDED BY YEAR Whereas error provides a measure which is 3 times higher for new prod- of how well a company forecasts, ucts than for established items. High bias indicates how well departments hurdle rates to justify R&D investment work together to create a consensus likely contributes to positive bias by forecast. Bias continued its down- artificially raising expectations for ward trend reaching its lowest level new introductions. in 5 years, suggesting improvements Overall, forecast error is 40% higher within S&OP. However, consistently for new products. With safety stock positive bias since the beginning of proportional to error, this creates a the study reflects the overly-optimis- significant inventory premium that is tic outlook of the consumer goods often overlooked when evaluating the industry and an inherent incentive total cost of innovation. conflict in the S&OP process. 61 Extreme Error to create daily forecasts reflecting given to slow-moving items in the Supply chains are designed to current market realities (instead of tail as to the top sellers. operate in an uncertain environment, relying on historical sales which The difference in value-added be- with the flexibility to tolerate normal are by definition disconnected tween Demand Sensing and demand daily error with little impact. Cases from present conditions). planning is relatively consistent by of extreme error — when forecasts • Use of pattern recognition technol- year. While continuous improvement exceed shipments by two times or ogy to process masses of big data programs to maximize the value of more (extreme undersell) or ship- and extract meaningful informa- existing investments are laudable, ments exceed forecasts by two tion (beyond traditional time-series these findings illustrate that man- times or more (extreme oversell) analysis methods). agement is better served directing its resources towards augmenting — are the most disruptive and costly • Fully automated system with self- to supply chains. with new technology rather than tuning algorithms that learn from trying to “squeeze” incremental One-third of all forecasted vol- data without human interaction ume was affected by extreme error. gains from current systems and and publish daily forecasts daily processes. Extreme oversell and undersell error for every item in every stocking lo- consistently ranged between 13- cation without need for a planner’s Forecast Error 14% and 19-20%, respectively. The review. degree of extreme undersell error The use of real-time signals in was higher than extreme oversell demand prediction is a game chang- Forecast Value-added er because it creates forecasts in error, in line with the observed posi- Demand Sensing almost triples tive bias for the industry. sync with current market conditions forecast value-added achieved by instead of relying on prior shipments EXTREME OVERSELL ERROR BY YEAR traditional systems, raising it from and well-meaning but biased input 9% to 24% for all items. Perfor- from Sales and Marketing. As a re- mance gains for top sellers, items sult, forecast error across the entire in the tail, new introductions and dataset is cut by 37% compared to seasonal items range from 12-16%- traditional demand planning. points. In particular, forecast value-added The charts in the article reference a for items in the tail was more than report that encompasses $250 billion 3 times higher with Demand Sens- in annual sales from 17 multinational ing. There are never too many items consumer products companies, with for an algorithm to process, so the 9 billion cases and 1.6 million item- same care and attention is always warehouse combinations. ■
EXTREME UNDERSELL ERROR BY YEAR
Demand Sensing As a prescriptive analytics solu- tion, Demand Sensing employs fun- damentally different techniques than traditional demand planning and is defined by the following character- istics: • Use of multiple, real-time signals
62 0 EDITORIAL
ence and they combine together to make The Keys to Executive a crucial impression on your audience. Earlier this year, I was preparing to give Presence: Balancing a presentation on Executive Presence to a group of banking executives in a Fortune Authenticity and Authority 500 company. In preparing my program, By Allison Shapira I interviewed three different individuals who would be in the audience. I asked all Most of us don’t learn about Executive walks purposefully out on stage, her of them what they thought of Executive Presence until we grow into careers that sense of passion for the music; it’s the Presence and why it was important when require leadership and influence. How- tenor’s confidence in his craft after years presenting to clients. ever, I discovered the power of Executive of study and practice. It’s the deep con- Their answers were incredibly illuminating: Presence when I was fifteen years old. nection they both feel to the material, to • Do you look like you deserve to be As a sophomore in a performing arts the music, to why they do what they do. there? Does what you say make high school in Florida, I was auditioning These skills are even more important sense? Do you look like you’ll be able for a performance troupe that toured in a corporate setting because so few to execute the business? Your pres- through our campus. During the audition, leaders learn them in business school. We ence does a lot of the talking. 10 of us lined up in front of an auditorium believe we are either “born with it” or at a full of students. One by one, we stepped natural disadvantage. Maybe we’ve heard Whether your audience comprises forward and simply stated our name. No or have even spoken the words: “We’d external or internal clients, every pre- explanation, no bio, just our name. love to promote him, but he just doesn’t sentation is an opportunity to influence When my time came, I walked forward, have leadership potential.” people’s behaviors, beliefs, or actions. You paused, and took a deep breath. I looked Those of us in leadership positions might be attempting to persuade the CEO calmly and purposefully around the room and who have taught leadership know to increase your budget to hire additional and felt a sense of anticipation as the differently. We know that even these staff or adopt an experimental new pro- audience waited for me to speak. Then I “soft skills” are both teachable and criti- gram. Do you truly believe in what you are slowly and clearly stated my name as if it cal for our professional success at every saying? Are you confident in your ability were the most critical piece of information level. The more senior we become, the to deliver results? Do you have a sense of that someone should know about me. more time we spend communicating the purpose in why you do what you do? Your company’s message, and the more we Executive Presence addresses all those I made it into the troupe. wish we had learned these skills years questions. Later on, when explaining why we were ago. When coaching business executives, It’s not about creating a false leadership chosen, the troupe director would point I frequently hear the same comment, “I persona - your audience can see right to my introduction - not my name, but feel like everyone else at my level learned through that and it negatively affects your how I had pronounced my name - as the this already; somehow I never did.” reputation and your credibility. Presence reason why I was chosen. At the time, he Anyone can go through a technical requires you to connect authentically with had no idea that I was an opera singer in training program and become technically what drives you in your work and then training or that I had performed in front of competent. But the ability to commu- allow that sense of purpose to infuse thousands of people. It all came across in nicate with others, to inspire others to your words, your actions, and your energy those two words. achieve outstanding results, and to foster which creates a very powerful, persuasive Think about how you introduce yourself camaraderie and collaboration - these argument. when you walk into a room or speak up are crucial elements of business success How exactly do you build your Executive on a conference call. Your voice is one which are often missing from professional Presence? It’s a collection of specific skills of the most powerful tools you have as development programs. which we will discuss at the SCLA Forum a leader. The sound of your words, the Now I’d like you to imagine a great in Naples, Florida in June. I’ll walk you energy in your words, and the intentional- business leader: perhaps the CEO of your through the 5 components of Executive ity behind your words, can all make the organization, perhaps a member of the Presence and lead you through an exer- difference between being heard or not, board, perhaps one of your colleagues. cise which will help you practice and gain between being heeded or not. What gives that leader Executive Pres- valuable feedback on your own presence. Voice is not the only component of Ex- ence? You’ll leave the session with concrete ecutive Presence, though it is one of the It could be the confident way she takeaways which you can immediately ap- most important and the one I speak about walks into the room and starts a meet- ply to your next meeting or presentation. most frequently when I teach leader- ing. It might be the clear, concise way he ship communication. Other components speaks, cutting out the jargon and the bu- Every time you speak up, you have an include confidence, a sense of purpose, reaucracy and getting straight to the point. opportunity to change people’s behaviors body language, and the way you interact Perhaps it’s the reputation that person and influence their actions. By focusing on with others. has within the company. Maybe it’s in the your Executive Presence, you ensure that Think about what gives an opera singer power of their voice. All those attributes every aspect of your communication style ■ stage presence: it’s the way the soprano are critical elements of Executive Pres- delivers the same powerful message.
64 0 ACADEMIC ARTICLE
signed for 16- to 24-year-olds to learn Georgia Tech Supply Chain about the world of supply chains and logistics and to help them become the & Logistics Institute (SCL) talent employers are looking for in this field. The program was created by a grant from JPMorgan Chase & Co. The Each year the DBM Association, in conjunction with a recognized university, LEAP program is currently tuition-free awards the Certificate of Advanced Education at the SCLA Annual Executive for residents of various Georgia coun- Business Forum. For SCLA 2017 Georgia Tech has been chosen to co-award ties and active-duty military members the certificate. who will be moving to one of these counties. Veterans, underrepresented By Shelley Wunder-Smith minorities, and women are strongly encouraged to apply. LEAP prepares students in the basics The Georgia Tech Supply Chain & and interact with industry leaders and of supply chain and supply chain’s Logistics Institute (SCL) is an interdis- other class participants, while growing roles within organizations. The course ciplinary unit providing comprehensive your professional network. Courses topics include four main areas of online research, education, and outreach may be taken individually or as part of a instruction: supply chain management programs. multi-course certificate. principles, warehousing operations, Certificate programs are of- transportation operations, and custom- fered by Georgia Tech in the fol- As an Interdisciplinary Research Cen- er service operations. lowing disiciplines: Supply Chain ter, SCL engages faculty and students Georgia Tech has an ever-evolving Management,Distribution Operations with interests in supply chain and set of research centers that address Analysis and Design (DOAD), Supply logistics from across all colleges on themes spanning from traditional areas and Demand Planning (SDP) campus, and supports Georgia Tech’s such as warehousing and transporta- Supply Chain Project Management efforts to seek large-scale, multi-disci- tion to emerging areas such as last- (SCPM), Health and Humanitarian pline research contracts. SCL is excited mile logistics optimization, the Physical Supply Chain Management (HHSCM) about the ability to serve organizations Internet Concept, predictive analyt- Certificate. by bringing to bear expertise in policy, ics, and humanitarian and healthcare SCL’s online Fundamentals series electronics, computing, business, logistics. courses offer an education on a series industrial engineering, and analytics SCL’s global presence has been ex- of topics with a broader lics focus. under a common umbrella as needed. panded through the Panama Logistics Target students for the online certifica- With more than 60 participating aca- Innovation & Research Center as well tion programs include veterans, the demic faculty, including seven chaired as the Trade, Innovation and Productiv- long-term unemployed, and individuals professors and three members of the ity Center in Costa Rica. SCL has an impacted by significant industry-spe- National Academy of Engineering, ongoing relationship with The Logis- cific downsizing and outsourcing. An SCL continues a traditional emphasis tics Institute – Asia Pacific, which was added benefit of the courses is that they on practice-focused education and established in Singapore more than provide a solid understanding of supply research facilitated by a high level of 15 years ago. SCL also has signifi- chain fundamentals for middle manag- industry collaboration. A corps of 25 cant partnerships in The Netherlands, ers who may be new to certain supply industry professionals serve as instruc- Belgium, Chile, Argentina, Germany, chain domains. The goal of the program tors along with academic faculty in the Australia, China, and South Africa. SCL is to support workforce readiness and professional education program. also maintains operations and provides upward mobility for entry-level and su- Georgia Tech offers bachelor’s, course offerings on the Georgia Tech pervisory level associates. Each course master’s and Ph.D. degree programs in campus in Savannah as well as leverag- is self-paced and takes about 40 hours Supply Chain Engineering and also in ing the facilities on Georgia Tech cam- to complete. Courses topics include Operations and Supply Chain Manage- puses in Shenzhen and Metz, France. warehousing operations, supply chain ment, and a Professional Masters in The Master’s in Supply Chain Engi- management principles, transportation Manufacturing Leadership. neering is an intensive 12-month cur- operations, warehousing operations, In addition to the degree programs, riculum designed to deliver academic demand planning, procurements, cus- Georgia Tech offers more than 40 pub- knowledge in analytic methods, supply tomer service, manufacturing opera- lic professional education courses in chain engineering, and enterprise tions, and inventory management. The supply chain topics attended by more management. This takes place while online courses can be applied to meet than 700 supply chain professionals building professional practice skills and the requirements of SCL’s multi-course each year. Courses are offered online real-world industry experience, all lead- certificate programs. as well as in the classroom. Ac- ing to a respected degree from the No. SCL has launched a fast-track certifi- claimed individuals drawn from aca- 1-ranked Stewart School of Industrial & cation program, the Logistics Education demia and professional practice teach Systems Engineering. ■ these courses. Attend to learn from And Pathways (LEAP) program, de-
66 In appreciation of the Supply Chain & Logistics Institute, Georgia Tech and Chelsea White, III, Ph.D. for awarding the 2017 Certificate of Advanced Education and continuing education credits.
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