Programme 2020

30 Nov -2 Dec 2020 (Virtual) - All Timings in Central European Time

11:30 - 12:45

Technology & IOT

MESA Workshop: Achieving the Payback from your Digital Transformation

Uwe Küppers, Chairman, EMEA, MESA

David Streit, Chairman, MESA Germany

Oliver Reisch, Vice Chairman MESA Special Interest Group Germany, MESA International

Damodar Hegde, Director Supply Chain Learning, Coca-Cola European Partners

Christoph Wust, Manager, Global Distributed Hosting Planning & Implementation, Ford of Europe ITO Operations

Join us in this interactive session where through a structured approach we will work through 5 sub-sessions to share and gain from your peers where to focus on in your digital transformation through defining the issues, solutions and key takeaways of new capabilities, team empowerment, ways of doing business, reducing cost and measuring payback.

12:00 - 12:50

Networking Lunch & 1-2-1 Meetings

13:00 - 13:30 - Keynote

Technology & IOT

Use of Digital Twins to Improve Business

Jesper Toubøl, VP Moulding, Lego

  • Learn how LEGO has found new ways to improve business decision by technology/digital twins – and also the business journey and how to get to this point. Story line will contain a demo of the technology and concrete examples of benefits and realisation.

13:35 - 14:05 - Case Studies

Logistics & Inventory Management

Working Capital Improvements in Supply Chain Management

Jorin Preuß, Corporate Unit Supply Chain Management, ElringKlinger

  • Working Capital
  • Inventory Targets
  • Slow mover materials
  • SAP Master Data
  • Capacity Planning

14:10 - 14:40 - Solution Spotlights

Collaboration & Transparency

Growing need of Innovative Visibility Solutions for a Better Supply Chain Planning

Mikkel Søndergaard Rasmussen, European Director - Supply Chain Solution, A.P. Moller - Maersk

  • End-to-end visibility in close to real-time is essential for all industries for a better demand planning
  • Visibility and transparency tools will enable companies to adapt to new market scenarios
  • Innovation on digital tools is the next big step towards a more agile and resilience supply chain
  • All end customers are demanding higher visibility on product origin and manufacture in sustainable ways. The only way to be able to respond to this demand is through a high visibility solutions of the whole end to end supply chain

Technology & IOT

Slovenian Steel Group Case Study: Planning – A Long Way From Idea to Realization

Koert Munnich, DELMIA Industry Process Consultant, Dassault Systèmes

Vladimir Arshinov, Chief Information Officer, Slovenian Steel Group

The journey of implementing the DELMIA Quintiq solution at Slovenian Steel Group

14:40 - 15:30

iSolve Meetings & Networking Break

15:30 - 16:00 - Case Studies

Collaboration & Transparency

Resilience, Transparency and Sustainability in Supply Chains

Joe Miemczyk, Professor Information & Operations Management , ESCP Europe

  • A key topic today in SCM is building resilience into supply chains. This can take the form of structural decisions on who and where to source from, but also the ability to detect where supply disruption originates. Transparency is a key tool in enabling supply chain disruption detection, but is challenging to implement especially beyond immediate supply chain tiers. The move by governments to demand that companies address sustainability in their supply chains e.g. UK law on preventing deforestation, French law on ‘vigilance’ in supply chains and the California SC transparency act, is pushing companies to improve transparency. So, what are the challenges and opportunities and how are these topic related?


Leadership & Workforce Development

Matching Japanese Lean Thinking to Different Cultures: How to Create the Organisation for Managing a Change of Mindset in a Multi-Site Company

Davide di Blasi, Global Lean and Quality Director, Hilding Anders International AB

  • Virtual travel in Japanese lean thinking
  • Understanding the local culture as a basic point before to start any lean transformation
  • Lessons learned: importance of commitment
  • How to develop lean leadership in the organisation? The train the trainer concept
  • How to boost the system: “external and fresh eyes”, partnership with University and talent management

16:05 - 16:35 - Case Studies

Security & Risk Management

COVID & Leather: A Short Story About How We Coped and Managed the Crisis

Marco Padilla-Ordonez, Director, Administration and Supply Chain, Grupo Cuinba

  • COVID-19 came not only to risk our health but also, disrupted our live styles in many ways. The impact, consequences and changes that this pandemic has brought can be seen in many areas of human activity
  • This session intends to talk about the specific experience that we had in the leather manufacturing industry, facing the crisis and most importantly, we will share some of the experiences and actions are done in order to minimize the negative consequences.

Logistics & Inventory Management

KYMIRA: Building a Supply Chain

Timothy Brownstone, Founder & CEO, KYMIRA

  • Buiding a supply chain from scratch 
  • Choosing the UK and mainland Europe
  • Building and growing 
  • How have we changed?

16:40 - 17:25 - Panel Discussion

Leadership & Workforce Development

What can Leaders do to Optimise their Productivity and Operations During a Health Crisis?

Dr Rajesh Shankar Priya, Lecturer in Business and Management, Teesside University

Emanuele Quarin, Digital and Lean Transformation Director EMEA, Electrolux

Luc Roesems, Vice President Manufacturing, Samsonite Europe NV

Christian Haupt, Head of Business Development Technology, STAEDTLER

Dr Patrick McLaughlin, Senior Lecturer in Manufacturing Management, Cranfield University

  • How have you, your operations and the manufacturing and supply chain industry as a whole been impacted by the COVID-19 pandemic?
  • Which short-term, emergency measures did you and the industry at large have to put in place in order to keep your production and operations going?
  • How can manufacturing and supply chain leaders motivate and engage their employees in a time of change (and with obstacles such as working virtually, less face-to-face contact etc. to contend with)?
  • What lessons have you, and the industry as a whole, learnt in this tumultuous time?
  • What should manufacturing leaders be doing in the medium to long-term in order to optimize productivity in a COVID and post-COVID industry?

17:25 - 17:30

17:30 - 18:30

Networking & 1-2-1 Meetings

08:00 - 08:55

Networking & 1-2-1 Meetings

09:00 - 09:45 - Panel Discussion

Leadership & Workforce Development

What Measures can Leaders Take Today to Protect and Reduce the Impact of a Potential Economic Downturn?

Dr Aristides Matopoulos, Reader, Engineering Systems & Management Aston Logistics & Systems Institute, Aston University

Dr.-Ing. Sebastian Gottschalk, Vice President Supply Chain Strategy and Global Engineering, Beiersdorf AG

Dr Kamila Walters, Lecturer - Supply Chain and Operations, University of Brighton

Mark Carnaghan, Business Unit Director, 2 Sisters Food Group

Andreas Gendo, Head of International Supply Chain & Logistics, Kotányi

  • What are the current and immediate issues that the manufacturing and supply chain industries are facing?
  • Should we be preparing for a prolonged recovery and is now the time to evaluate new processes, suppliers, inventory etc.?
  • What are the potential long-term issues that the manufacturing and supply chain industries should guard from?
  • Has this time accelerated the need and adoption of more digitalized processes, operations and manufacturing as a whole?
  • What can manufacturing and supply chain leaders do now to prepare for a post-COVID world?

09:50 - 10:20 - Case Studies

Technology & IOT

Moving Supply Operations into the Digital World

Ferry Bakker, Corporate Vice President International Supply Operations LHC, Henkel

  • Improve decision making through Digital Dashboards
  • Demand Sensing to improve your Planning processes
  • Automation and Track & Trace driving logistics performance

Leadership & Workforce Development

Leadership & Data Digitalisation: Decision Making & Planning

Daniel Chlad, Head of Logistics, Megatech Industries

5 Effective Leadership Principles

10:25 - 10:55 - Case Studies

Leadership & Workforce Development

The Story of 8: A story of collaboration, continuous improvement, data and luck!

Angelo Dalporto, Deputy Vice President Supply Chain UK/Ire + Benelux, Dormakaba

  • The presentation charts the next step in the supply chain optimisation evolution at Dormakaba UK by showing how the previous strategy of optimisation through employee engagement has now transformed.
  • The presentation will focus on the development and implementation of a supply chain control system designed with the core focus on transparency of performance, structures and systems to collaborate on improvements and ideas, tying in the supply chain engagement methodology of managers and supervisors working as one leadership team, ensuring total visibility on step change and continuous improvement projects, momentum and successes and last but not ensuring workforce engagement and development is front and centre
  • The underlying goal of this project has been to develop this with everyday business tools to give the supply chain teams the confidence to be able to develop the control themselves and protect its long-term adaptability while ensuring they focus on key areas of the business to gain profitable growth in ever increasingly busy businesses and departments

Logistics & Inventory Management

Logistics & Inventory Management – Planning and Managing Inventory in Times of Uncertainty

Thiemo Gorath, Head of Supply Chain Management, Bharat Forge Global Holding

  • The need for realistic and non-political demand planning as a basis
  • Metrics we consider in our inventory and demand planning
  • Challenges we faced in the 2020 automotive market
  • The struggles to plan properly effectively in a changing environment – ways we dealt with today’s challenges
  •  How do we track the measures and actions to be taken to ensure proper inventory and supply chain performance

10:55 - 11:45

iSolve Meetings & Networking Break

11:45 - 12:15 - Case Studies

Collaboration & Transparency

Enhancing Productivity by Enabling a Value Chain Orientation

Dr Rajesh Shankar Priya, Lecturer in Business and Management, Teesside University

  • Full session abstract TBC

Logistics & Inventory Management

Integrated Systems to Connect R&D with Production and Suppliers Located in Different Places during COVID-19

Marco Brighi, Manufacturing Technology Specialist, Tetra Pak

  • Full session abstract TBC

12:20 - 12:50 - Solution Spotlights

Technology & IOT

Embrace Agility through AI with Real-Time Demand and Inventory Planning, and Control Towers

Jeanette Barlow, Vice President Strategy & Offering Management, IBM Sterling

The sudden supply and demand shocks, and ongoing ripple effects that occurred as a result of the pandemic response have exposed a weakness in many organizations to tightly manage supply to meet demand. In this session, you’ll learn how to overcome these challenges and emerge smarter with a more agile and resilient business.

We will delve into how AI-enabled inventory control towers and intelligent workflows help organizations seamlessly span information and professional silos, as well as business processes. As historical trend data has lost meaning, we’ll show you how you can sense and predict real-time demand signals; establish unprecedented visibility into disruptions and the E2E supply chain; and inform and enable actions to quickly balance inventory to meet fluctuating demand.

12:50 - 13:50

Networking & Lunchtime Roundtables

Hayder Assam, Omni Channel Sales Leader Europe , IBM Sterling, IBM

David Hogg, Sterling Supply Chain Sales Leader, Europe, IBM

Patrice Dau, Business Leader Europe, IBM Sterling, IBM

Lunch and Learn round table:

Roundtable led by IBM

How to make your supply chain adaptable and flexible to meet delivery and inventory disruptions

Join us for an exciting and interactive discussion around how to avoid inventory disruption, how to build the right e-commerce strategy to get ready for 2021. We bring you the top subject matter experts to deep dive across your needs and share feedback with your peers. Below there are few talking points of the meeting:

1. The need for a supply chain revolution due to an e-commerce explosion
2. How to help Retail, CPG and Manufacturing clients immediately with improving inbound inventory and outbound fulfilment capabilities
3. The need for inventory visibility across logistics network, distribution centres, stores and trading partners 

See you there!

13:50 - 14:20 - Case Studies

Technology & IOT

Looking Back to Look Forwards: How Excellent Information Management can Drive Effective Industry 4.0 Integration

Mark Carnaghan, Business Unit Director, 2 Sisters Food Group

20 years ago academic literature on Information Management was in its heyday particularly in light of the ongoing developments in ERP systems which put pressure on businesses to consider deep-rooted transformation to take the best advantage of them. Fast forward to the present day and we are now in the middle of a bigger information revolution in the form of Industry 4.0. This revolution promises a lot of things from machine learning to connected factories and more real-time data than ever before.  

But how can this be effectively managed so we don’t drown in data and lose control of the very systems and solutions we put in place to automate and simplify what we do and how we do it?

In this lecture, I will take us on a journey through the three core elements of effective Information Management: Data, Information and Knowledge. In so doing I will explain through a series of case studies why mastering each of these steps is essential to being ready to successfully integrate Industry 4.0 technologies into our businesses.

Logistics & Inventory Management

A New Approach to Traditional Industry: Implementing a Showroom Model

Fatma Çakar, Product Value Chain Director, Grandvision Turkey (Atasun Optik)

  • Inventory management difficulty with slow-moving products
  • How to change the rules of a traditional game
  • Building a trustable system with less inventory
  • Improving sales unit growth with less inventory

14:25 - 14:55 - Solution Spotlights

Technology & IOT

Automation & Visibility - Essential Components for a Robust Supply Chain

Josh Brazil, Chief Operations Officer, Ocean Insights

Amir Rashad, CEO, Centersource Technologies

  • The disadvantages of manual processes - time, effort, errors
  • The advantages automation brings - to different aspects of the supply chain
  • The visibility advantage
  • Why technology is no longer an option, but a critical infrastructure for global supply chains
  • Who needs these solutions? Why do they need it now? 

Technology & IOT

API at The Core Of Industry 4.0

Arun Samuga, Chief Technology Officer, Elemica

  • Understand the core components of Industry 4.0 today and its future potential
  • Realizing the power of APIs at the core of Industry 4.0
  • How to power your API ecosystem with intelligence
  • Enhance industrial productivity and flexibility

14:55 - 15:45

iSolve Meetings & Networking Break

15:45 - 16:15 - Case Studies

Logistics & Inventory Management

Mergers and Acquisitions (M&As) and The Role of The Supply Chain Function During The Process

Dr Przemyslaw Wojtak, Head of Supply Chain, Rubix UK (Brammer Buck&Hickman)

  • M&A trends
  • Pre- and Post-M&A due diligence efforts
  • Barriers
  • Enablers
  • Best Practices

Leadership & Workforce Development

Workforce as a Cornerstone of the Change

César Lombarte, Operational Excellence Manager, B. Braun Group

  • It’s not only about skills and capabilities, it’s especially about developing the right mindset
  • Leadership really matters. Drive your team for excellence
  • Starting the transformation with the people at the core

16:20 - 16:50 - Case Studies

Logistics & Inventory Management

Successful Rollercoaster Ride Through Covid-19

Andreas Gendo, Head of International Supply Chain & Logistics, Kotányi

  • Kotányi as a spice producer was influenced by Covid-19 in a positive way by the trend to cook more at home, and in a negative way by the restrictions in gastronomy
  • In this presentation I review the year and how we managed to adapt rapidly.
    Accompany me from a rather flat start, through a turbulent lockdown phase, the assessment of the different international developments, the heavy discussion about future demand and financial figures to the finding of growth strategies and outlook on 2021
  • All supported by a central S&OP process under home office, safe production/logistics bubble circumstances with still the need for workshops and direct talks.

Leadership & Workforce Development

People-Centered Manufacturing During Covid Times

Heinz Avendano, Vice President - Manufacturing, Primex

The fourth industrial revolution has resulted in a number of technologies being developed in a number of areas including: information systems, smart materials, robotic systems, smart technologies, and others. The focus of this contribution highlights the challenges of implementing some of these technologies as well as some of the research trends.

16:55 - 17:25 - Case Studies

Collaboration & Transparency

Flipping the Fashion Supply Chain For A More Sustainable, Profitable Future

Sydney Badger, CEO & Co-Founder, Public Habit

  • The fashion industry is infamous for overproduction that creates waste. By some estimates, 30% of clothing made is never even sold
  • History of a lowest-cost, supply-driven supply chain and the environmental and social problems it has created
  • Upside of moving away from lowest-cost driven sourcing is powerful. Up to 30% of market capitalization could be regained by rethinking the supply chain
  • The future fashion supply chain is a demand-driven supply chain that is quicker, more flexible, and less risky

Logistics & Inventory Management

How Industrial Automation Will Positively Contribute to Sustainable Practices

Justin Goldston, PhD, Professor of Project and Supply Chain Management, Penn State University

As many individuals are reaching retirement age in a number of industries, and with Millennials and Gen Zs gravitating toward non-labour intensive roles within organizations, leaders will depend on tools such as Artificial Intelligence (AI) to perform daily tasks. Although AI dates back to 1955, this technology has gained popularity in recent years due to the ability of organizations to influence customer buying decisions and enhance managerial decision-making. When one hears the term Artificial Intelligence, they think of robots walking around and performing human tasks. In reality, we may be decades away from true AI and are currently in the time of Augmented Intelligence within industrial and corporate environments. In this presentation, we will discuss what AI is, what it is not, as well as how we as a society can use AI for good by enhancing and empowering global workforces instead of thinking AI will replace jobs.

17:25 - 17:30

17:30 - 18:30

Networking & 1-2-1 Meetings

08:30 - 08:50

Networking & 1-2-1 Meetings

08:55 - 09:40 - Panel Discussion

Logistics & Inventory Management

What New Strategies and Technologies are Needed for Production and Distribution Operations in Order to Optimise Material Flow and Order Fulfillment in the Era of Industry 4.0?

Denis Niezgoda, Vice President - Europe, Locus Robotics

Dr Rajesh Shankar Priya, Lecturer in Business and Management, Teesside University

Prof. Dr. Dimitris Kiritsis, Prof. ICT for Sustainable Manufacturing, EPFL

Daniel Chlad, Head of Logistics, Megatech Industries

Angelo Dalporto, Deputy Vice President Supply Chain UK/Ire + Benelux, Dormakaba

  • What new technologies can help achieve excellence in responding to changing customer demands along the supply chain?
  • What key factors do you believe to be essential when planning a warehouse network and design?
  • How can AI and robotics be used in logistics and manufacturing to optimize operational activities and meet customer demand? 

09:45 - 10:15 - Case Studies

Leadership & Workforce Development

Supply Chain - Fast Forward

Nyoman Mahardika, Senior Vice President. Head of Supply Chain, Manufacturing, Caps Business & PMO Innovation, Brand's Suntory

  • Focus on lean agility and enablers 
  • Optimising your Products
  • Optimising your Process
  • Kaizen Process

Technology & IOT

The Closed Loop Manufacturing Approach

Dr Gunter Beitinger, Vice President Manufacturing, Siemens AG

1)     Closed Loop Manufacturing Approach for over 30 plants

2)     Roadmap to ensure a holistic view on digitalisation

3)     Enabling of cross-company scalability

4)     Concrete use cases from 5 different workstreams

10:20 - 10:50 - Case Studies

Logistics & Inventory Management

Retail Logistics in Corona and its‘s Supply Chain Strategic Flexibility Learnings

Markus Mehrtens, Head of Logistics Sourcing & Partners, MediaMarktSaturn

  • How did Corona impact Consumer Electronics Supply Chains?
  • What concrete implications did corona have to the logistics operations?
  • Where had we been able to apply the strengths of our flexible organization?
  • What does this tell us for our future ?
  • Lean versus Flexible Supply Chains: contradiction or correspondence?

Leadership & Workforce Development

The new digital environment and its implications on the skills required in the Supply Chain

Dr Kamila Walters, Lecturer - Supply Chain and Operations, University of Brighton

  • The rapid increase in the creation and development of disruptive technologies, such as: Industry 4.0, IoT and AI, has a major impact on every aspect of our personal and working lives. The application of these technologies touches every aspect of the Supply Chain and changes the way in which the Supply Chain is operating. The adoption of new technologies is a major lever for increasing the operational effectiveness of supply chains. However, all the capabilities of the Digital Supply Chain have an implication for the skills required to work within it. Supply Chain activities have moved away from manual, transactional tasks to more strategic, higher-level operations. It is still important that Supply Chain employees understand the basics of how the Supply Chain works, and have a working knowledge of any one - or all – of the following areas: Planning, Procurement, Category/Commodity Management, Supplier Relationships, Logistics, Sourcing, Quality Management, Warehousing, Inventory Management, and anything else Supply Chain related. However, as educators, we also have to make sure that the new workforce is equipped with additional skills, needed for Supply Chain 4.0. So, what are the Supply Chain skills of the future, and what challenges are we facing? This presented work represents the point-of-view of a university lecturer.

10:50 - 11:40

iSolve Meetings & Networking Break

11:40 - 12:10 - Case Studies

Collaboration & Transparency

Sales & Operations Planning as Enabler For Collaboration

Jose Everaldo Morelli, Measuring Tools Global Logistic Director, Bosch Power Tools

  • In the Measuring Tools environment, we deal with more than 70T customers around the world, where the biggest detain only 8% of global sales and Bosch didn´t have experience with Retail Forecast process and never implemented an S&OP before. Our leadership didn't understand the need to implement an S&OP, but all the consequences of a poor planning process, as high inventory, low service level, high costs were visible in our organization.
  • During this session, I will present the 4-year S&OP journey and how it worked during the current COVID-19 pandemic. I will explore the biggest lessons learns to implement the process and make it relevant for your organization.

12:15 - 12:45 - Case Studies

Security & Risk Management

Achieving Operational Excellence across Production Networks under Levels of Ambiguity

Christian Haupt, Head of Business Development Technology, STAEDTLER

In decision theory, we differentiate between risk, uncertainty, and ambiguity. Risk means that we have different options and that because of probability we can decide for the best-known option. Under uncertainty, we know different options, but it is not possible to calculate the likelihood for those options. Hence it is more difficult to decide what will be the better option. Ambiguity is most difficult to handle; we are not sure about options and probability at all.  

Digitalization, trade conflicts, worldwide pandemics, climate change are only a few of the most recent incidents which lead to drastic changes in society. Digitalization is driving new business models and an interbranch competition. Trade conflicts lead to shifts in global value networks. Worldwide pandemics will lead to significant changes in customer behaviours. Overall, the focus on climate change will lead to a focus of reusable energies and materials and new production technologies. 

All of those and moreover the combination will need to shift management behaviours from managing risks to managing ambiguity. This will have the effect that we need to move from thinking in options towards thinking in scenarios. Especially important is this for managing production networks. How can you achieve Operational Excellence across production networks under those new requirements?

What are the new requirements for a companywide operating system?
What are the different steps to pursue OE in the production network?
How to align structure, processes, and practices towards a level of ambiguity?
What are the further implications for decision making under ambiguity?

Collaboration & Transparency

Design for Product, for Manufacturing or for Supply Chain?

Dr Aristides Matopoulos, Reader, Engineering Systems & Management Aston Logistics & Systems Institute, Aston University

This session discusses how you can support your manufacturing/engineering business to strengthen resilience through a structured approach. Attend this session to:

  • Understand the connection between Technology, Manufacturing and Supply Chain Readiness Levels.
  • Become aware of the trade-offs between TRL/MRL/SCRL as an integral part of the new product development process.
  • Learn about the above in the context of a case study

12:45 - 13:45

Networking & Lunchtime Roundtables

Mikkel Søndergaard Rasmussen, European Director - Supply Chain Solution, A.P. Moller - Maersk

Johanna Hainz, Global Head of FMCG and Retail, Maersk

Saskia Van Dijk, Head of Inbound Logistics at Action, Action

Strategies for Supply Chain Resilience In 2021
This year industries have experienced unprecedented challenges within their businesses and supply chains, revealing weaknesses. This has accelerated the need for improved visibility to facilitate planning, increased agility and stronger resilience within supply chains.

We bring you the top experts to present you the 3 megatrends that will change the future of the supply chain. Below there are few talking points of the meeting:
  • Supply chain transformation
  • Technology
  • Sustainability

13:45 - 14:15 - Case Studies

Logistics & Inventory Management

Road to Real Time Visibility in Transport

Petra Lippertova, Head of Operations – Group Logistics, DS Smith

  • Road to real-time visibility. Solutions and implementation
  • Visibility or reliability? What do our clients expect?
  • How can Real-Time Visibility help in difficult times?
  • Real-Time Visibility, and what next?

Leadership & Workforce Development

Boston Scientific Galway Culture Journey: A Case Study in Mass Engagement

Pádraig Garvey, Production Unit (Operations) Manager, Boston Scientific

  • Background and Context
  • Why Is a Culture of Engagement important
  • What Might an Engaged Culture Look Like
  • How has Boston Scientific Galway built its culture using the Rapid Mass Engagement technique
  • How we measure, sustain and improve our performance

14:20 - 14:50 - Case Studies

Collaboration & Transparency

Building the Future Supply Chain for Beiersdorf

Dr.-Ing. Sebastian Gottschalk, Vice President Supply Chain Strategy and Global Engineering, Beiersdorf AG

  • Future Supply Chain requires a new set of capabilities
  • Strategy based on 6 Pillars: Performance, Network, Digitalization, Technology, Sustainability and People
  • Insides on the main strategic initiatives and principle shifts

14:55 - 15:40 - Keynote

Collaboration & Transparency

Supply Chain Transparency: Current innovations and Future Opportunities

Alexis Bateman, Research Scientist, MIT Center for Transportation & Logistics Director, MIT Sustainable Supply Chains Course Lead, MITx MicroMasters Program , MIT Center of Transportation & Logistics

  • Many agree that supply chain transparency is more critical than ever. But there is much disagreement over what it constitutes, how to do it, and who is doing it well. In this presentation, we will explore what supply chain transparency really means, how some companies are approaching, as well as how and when it makes the most sense. And to conclude, we will explore what current trends are in transparency amidst the uncertainty of COVID-19 and supply chain disruptions, and how supply chain transparency is more critical than ever.

    The MIT Center for Transportation & Logistics and CSCMP have partnered on an annual report exploring the annual State of Supply Chain Sustainability. Please take a moment to participate in this 2nd annual survey and share on to other professionals who may be willing to participate.

    Survey Link 

    The objective is to survey professionals globally across industries, regions, and positions to get a fuller picture of supply chain sustainability. As a benefit of completing the survey, you have a chance to opt in to receive a full copy of last year's report, be registered to participate in an exclusive webinar with industry and academic experts in supply chain sustainability, and you will be entered in a raffle to be one of 10 respondents to receive a MIT CTL & CSCMP swag bag. The survey should take 10 minutes or less and is anonymous.

15:40 - 15:45