Seminar Programme

Today’s world is changing at an unprecedented speed. To stay in the race and even get a competitive edge, investing in technology has become a necessity. How can organizations navigate through the transformation journey that will enable them to form strong, resilient supply chains that thrive — not merely survive — amidst the changes and create sustainable competitive advantage? What of the people – how will supply chain professionals cope with the new normal?

Key takeaways:

• Data is the new oil, but what is needed to maximize its power?
• Understand the digital paradigm needed for the next wave of supply chain transformation
• What is the role of AI, Machine Learning and new disruptive technologies such as blockchain?
• Supply chain organizations of the future

Discover the dynamic link between ultra cycling and supply chain orchestration with Matt Spooner, an avid cyclist and supply chain expert. In this eye-opening journey, he explores the remarkable parallels between conquering a 4,000km bike race and orchestrating a supply chain operating at peak performance. From the use of AI and digital twins to striking the right balance between accuracy and agility, he reveals what it took to cross the finish line and shares examples of how Kinaxis customers are using the same techniques to create supply chains that transcend traditional boundaries.

Key Discussion Points:

• Understanding Product Portfolio Health
• SKU Rationalization Process
• Benefits of decomplexity
• Commercial and cross functional buy in

Our supply chains have been through critical care over the past couple of years.  This roundtable aims to share and debate what has worked and what has not, to enable our businesses to be more prepared – not scared –  of the disruptions we will navigate through in the coming years.

Key focus areas:

We will discuss what the journey of building Strategic Network Planning and Inventory Allocation capabilities can look like and what participants are currently doing in this area.

• Focusing on our people – developing competence, resilience, well-being, and engagement
• Landing the message across your business – communicate well and tune to your audience from C-suite to front line workers
• Extending S&OP reach – how to ensure collaboration is in place with your supplier network and customer channels
• Maintaining a risk register – categorise & quantify risks so they can be prioritised and managed before they become issues.  Through data-driven scenario planning create and communicate your priorities.

More than ever the world around supply chains is changing at unprecedented speed. Commerce is evolving creating new go to market platforms and ever increasing omnichannel fulfilment needs. Supply chains themselves are facing more cost and supply disruption than ever before driven by world events, many of which are being faced for the first time in our generation.

To stay competitive supply chains are finding solutions to adapt to future commerce requirements and address disruption however this is coming with a trade-off of increased complexity, cost and fatigue on organisations.

In this interactive roundtable we will discuss the critical role of technology for the future of supply chains, how it can be leveraged to its full power and create sustainable competitive advantages.

Key discussion points:

• What’s the role of data analytics and science in enabling faster insights, decision making and growth?
• How can robotics, AI and machine learning be leveraged to drive efficiencies and lower operating costs?
• Consumers are asking for more transparency, what’s the role of blockchain to enable traceability and tangibility?
• How will centralised matrix organisations adapt to meet the increasing entrepreneurship of commerce?

DigiHaul is revolutionising the supply chain and transport industry by disrupting long-standing back-office processes, particularly in obtaining proof of delivery and implementing automatic GPS date and time stamps for collection and delivery. Unlike traditional systems where service failures are often discovered the next day, DigiHaul’s technology enables real-time issue identification and resolution.

The disruption extends to major brands with substantial but under-utilised vehicle fleets, often idling at industrial estates or warehouses and running empty on return trips. DigiHaul offers a sustainable solution by optimising the usage of these fleets, aligning with the eco-friendly goals of businesses. While the transition to digital solutions may take time for some customers, the overall industry trend favours a digital-forward approach.

DigiHaul has collaborated with M&S to harness the power of data and identify potential reductions in empty running through backhaul matching. By overlaying the M&S network with the existing DigiHaul network of shipments, complimentary journeys have been identified eliminating the requirement for certain empty legs, resulting in significant cost savings and carbon reductions.

Discussion Points:

• Digitalisation within transport industry (change management)
• Sustainability drives from corporate customers (2030 targets etc)
• Opportunities to move towards asset-lite operations

The BAT of tomorrow will be a high-growth, consumer goods company: global, consumer-centric, multi-category, with sustainability at core. No longer just a tobacco company, BAT is radically redefining the organisation. Digital transformation, technology, and innovation will drive that transition actioned by people through BAT culture.

This presentation will show the challenges in Logistics to become multi-category, to enable Direct to Consumer, own stores, e-commerce, marketplaces; how to operate in a traditional company with start-up level products and the journey from traditional to digital synchronized and connected supply network, towards full visibility, automation and prescription, enabling agility in our Route to Market models.

Abstract TBC

In the complex world of supply chain management, the relationship between KPIs and operational processes takes centre stage. This discussion will explore the profound impact of KPIs as more than just metrics; they serve as mirrors reflecting an organization’s values and strategic priorities. We will delve into how KPIs can be strategically selected, measured, and integrated into supply chain processes to drive excellence. Through real-world examples and practical insights, we aim to gain a deeper understanding of how aligning KPIs with specific functions within the supply chain can foster efficiency and success.

Throughout this discussion, participants will engage in insightful conversations about the challenges faced by supply chain professionals and innovative strategies to address them effectively through the usage of powerful metrics. We will also explore the evolving role of technology and the emerging trends shaping the future of supply chain management. The central message remains clear: in the realm of supply chain, “You are what you measure!”

Scenario Planning is often identified as a key capability in companies with high maturity in S&OP. It addresses uncertainty externally and internally, enables to anticipate trade-off decision making and responsiveness in support of business strategy and financial objectives.

Scenario planning needs to hit the sweet spot between the accuracy in modelling the scenario, and business value extracted.

If done properly it supports the business in managing upfront risks and seizing opportunities ahead before they materialize. If over-engineered, it risks to focus more on the modelling rather than decision making, and therefore waste time and delay the decision making rather than enabling it.

In this roundtable we will share best practises and share views on:

• The scenario planning process: how do you get the right functions at the table, keep it simple and leading to the right question.
• What are the characteristics of effective scenario planning.  Assumptions, materiality, trigger points, multiple scenarios, so-what, others?
• How to extract value from the process:  building organization alignment and strategic capacity/capability of teams to handle uncertainty

Amongst other points related to scenario planning that might emerge during the discussion.

Abstract TBC

The digital revolution is sparking major IT investments in all facets of industry and the supply chain is a prime area. But the technology is only as good as the business vision and process mapping. Going back to basics to work out what needs to be accomplished and undertake a thorough organisational process review and mapping is a crucial precursor to investment that is still all to often neglected.

Our objective is to discuss the challenges we have faced to build a Digital Transformation in Logistics, what we are doing to overcome the challenges and exchange experience with audience.

• How is technology changing the way we as supply chain leaders work and think?
• What should ‘world-class’ mean as we create flexible, scalable, global supply chains?
• Setting new goals and new performance metrics that challenge us to exceed the status quo
• Reinventing the relationship between suppliers, manufacturers, and customers by rethinking how supply chains function and serve all stakeholders
• Taking a people-first strategy followed by strong processes leveraging the right technologies to deliver game-changing improvements
• What can you do today that you could not do five years ago? What will you be able to do five years from now that you cannot do today?
• Lessons learned and a discussion of best practices

Alongside covid pandemy, broken Supply Chains, war outbreak impacting geopolitical situation on the globe & raising sanctions implementation by West into East (and vice versa). We all face challenges to deliver ambitious Sustainability targets in next years. Let’s talk together about:

1. What are your current initiatives to reduce carbon footprint?
2. Global vs local Suppliers – risks & opportunities
3. Is Europe able to be self-sufficient or still dependent on Asia manufacturing base?
4. Will Sustainability force companies to source more materials locally rather than off-shore?

Key discussion points:

• Financing mechanisms
• Reporting frameworks
• Net Zero transition plans
• Managing supplier risk

In today’s dynamic business landscape, precision in demand forecasting is the cornerstone of operational excellence. Join us for an insightful presentation led by industry expert Jimena Zumaeta, as we explore the transformative power of AI and Machine Learning in modern demand planning.

In this presentation we will cover:

• Cover some of the best-in-class models for FMCG industry
• Explore how the consumer goods industry has reshaped its demand planning processes through the adoption of machine learning models to significantly improve accuracy
• Understand the role of the demand planner of the future
• Appreciate the need of probabilistic models for forecast enrichment

Abstract:

In order to scale your eCommerce DTC sales you need Control over your fulfilment operation and data Accuracy. All the data – sales data, marketing plans, stock availability, warehouse operations.

With this accuracy and visibility you will gain control to let sales rocket.

Often change programmes fail to deliver expected outcomes in terms of business expectations and people return to old ways of working. As such the management of change should be at the centre of all business process improvement. Getting this right isn’t easy. So I would like us to review and share our experiences of:

• Is it managing change or managing the response to change?
• What are your experiences of change where the change went well?
• What were your feelings and the key messages learned from the journey?
• How have you applied these lessons to other change management projects?
• What are some of the pitfalls to avoid when implementing change?
• How important is it to have good governance in place and what steps have you seen or experienced to support this?
• Defined new ways of working – how has this been managed in your experience and what is the balance of education over training?
• Performance metrics are quoted as a good driver of change – have you experienced this and how was this implemented?