Programme 2020

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

12:00 - 12:55

Networking & 1-2-1 Meetings

12:55 - 13:05

Chair’s Opening Remarks

13:05 - 13:40 - Keynote

Logistics & Inventory Management

Managing Product Returns and Reversed Supply Chains

  • Unlike forward supply chains, design strategies for reverse supply chains are unexplored and largely undocumented
  • Minimum cost reverse supply chains often do not consider product return speed
  • Identifying where and how reverse logistics gap exists within your operations

13:45 - 14:20 - Case Studies

Logistics & Inventory Management

Session Title TBC (Funko)

Olivier Proust, Vice President of Operations EMEA, Funko

  • Full session abstract TBC

Collaboration & Transparency

Session Title TBA (ElringKlinger)

Jorin Preuß, Corporate Unit Supply Chain Management, ElringKlinger

  • Full Session Abstract TBC

14:25 - 15:00 - Solution Spotlights

Collaboration & Transparency

FMCG's Growing Need of Innovative and Disruptive Visibility Solutions for Better Supply Chain Planning

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

  • Demand forecasting, cost reduction, flexible and resilience supply chains

Technology & IOT

Session Title TBC (Dassault Systèmes)

  • Full session abstract TBC

15:00 - 15:50

iSolve & Networking Break

15:50 - 16:25 - Case Studies

Logistics & Inventory Management

Session Title TBC (Franke)

Stefano Picasso, Head of Global Supply Chain Management, Franke

  • Full session abstract TBC

Collaboration & Transparency

Session Title TBC (ESCP Europe)

Joe Miemczyk, Professor Information & Operations Management , ESCP Europe

  • Full session abstract TBC

16:30 - 17:05 - Keynote

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% 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

17:05 - 17:50 - Panel Discussion

Security & Risk Management

Responding to The Immediate Challenge

  • What short-term actions should be made to respond to this challenge?
  • How often should one revisit his respective global supply chain strategy?
  • How to accelerate the adoption of Digital Supply
  • Network models and capabilities?

17:50 - 17:55

Chair’s Closing Remarks

17:55 - 18:55

Networking & 1-2-1 Meetings

08:00 - 08:45

Networking & 1-2-1 Meetings

08:45 - 08:50

Chair’s Opening Remarks

08:50 - 09:25 - Keynote

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

09:25 - 10:00 - Case Studies

Technology & IOT

From a Traditional Enterprise to a Modern Enterprise with Tradition

Andreas Gendo, Director Supply Chain Management, Kotányi

  • A quick overview on Kotányi business and its Supply Chain setup
    1999 to 2019 Evolution of operations through technology and stability - roadmap with 35 projects
  • How business intelligence, ERP, Warehouse Management System and Manufacturing Execution System and Supply Chain Management added to operational excellence
  • Insight: daily inventory management
  • Insight: flexible safety stocks
  • Insight: production capacity shaping
  • Insight: paperless production
  • Insight: production machine online status

10:05 - 10:40 - Case Studies

Logistics & Inventory Management

Session Title TBC (Bharat Forge)

Thiemo Gorath, Head of Supply Chain Management, Bharat Forge

  • Full session abstract TBC

Leadership & Workforce Development

Session Title TBA (Megatech Industries)

Daniel Chlad, Head of Logistics, Megatech Industries

  • Full Session Abstract TBC

10:40 - 11:30

Networking Break & 1-2-1 Meetings

11:30 - 12:05 - Case Studies

Leadership & Workforce Development

Session Title TBC (Matsmart)

Conrad Edgren, Chief Logistics Officer, Matsmart

  • Full session abstract TBC

Logistics & Inventory Management

A New Approach to Traditional Industry: Implementing 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

12:10 - 12:45 - Solution Spotlights

Logistics & Inventory Management

Integrating Advanced Manufacturing in Your Supply Chain

  • Application of advanced manufacturing and digital technologies on future production and supply-chain models
  • Reducing material inputs for leaner manufacturing
  • What benefits does it offer in terms of responsiveness and customisation as well as reducing operational complexity?
  • Simplifying production processes, reducing costs

Technology & IOT

Session Title TBC (Elemica)

  • Full session abstract TBC

12:45 - 13:45

Networking Lunch

Lunch and Learn round table:

- Roundtable led by IBM
- Roundtable led by BCI Global
- Roundtable led by Miliken

13:45 - 14:20 - 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?

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

14:25 - 15:00 - Solution Spotlights

Logistics & Inventory Management

Session Title TBA (Orbsen Consulting)

John Harhen, Director, Orbsen Consulting

  • Session Abstract TBA

Security & Risk Management

Robust Processes to Identify and Successfully Manage Growing Supply Chain Risks (1)

  • Preparation is the best way to protect your company from a supply chain disruption
  • Implementing a digital transformation on current risk, compliance and quality initiatives
  • Effective systems to determine roots of cause
  • Identifying, prioritising, and visualising potential supply chain risks

15:00 - 15:50

Networking Break and 1-2-1 Meetings

15:50 - 16:25 - Case Studies

Logistics & Inventory Management

Session Title TBC (Parker Hannifin)

Frank T. Baur, Vice President Supply Chain EMEA, Parker Hannifin

  • Session Abstract TBC

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.

16:30 - 17:05 - Keynote

Collaboration & Transparency

17:10 - 17:55 - Panel Discussion

Leadership & Workforce Development

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

  • 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?

17:55 - 18:00

Chair’s Closing Remarks & End of Day 2

18:00 - 19:00

Networking & 1-2-1 Meetings

08:00 - 08:50

Networking & 1-2-1 Meetings

08:50 - 08:55

Chair’s Opening Remarks

08:55 - 09:30 - Keynote

Security & Risk Management

Managing Your Supply Chain in a Global Public Health Emergency

  • Data as a foundation to a robust Supply Chain
  • Evaluating the reliability of your suppliers and logistics
  • Proactive backup plan and alternative sources as a key element of your Supply Chain
  • Emergency response – Preparing storage infrastructure to manage inventory

09:35 - 10:10 - Case Studies

Leadership & Workforce Development

Session Title TBC (Dormakaba)

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

  • Full session abstract TBC

10:15 - 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?

Collaboration & Transparency

Effective Supply Chain Network Design for Reducing Carbon Footprints and Improving Environmental Sustainability (1)

  • Incorporating sustainability into a company's supply chain is complex but the failure to act may be the biggest risk of all
    Prioritizing efforts with suppliers that value suitability
    Aligning corporate values and culture with your department’s strategy and goals
    Performing a logistics assessment to determine where sustainability improvements can be made

10:50 - 11:40

iSolve & Networking Break

11:40 - 12:15 - Case Studies

Logistics & Inventory 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.

Collaboration & Transparency

Breaking the Silos That Keep Divisions Within the Company from Working Together Effectively

  • Developing a culture that promotes collaboration
  • Retrospectives and continuous improvement system
  • Incorporating collaboration in your employee’s normal workflow

12:20 - 12:55 - Case Studies

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

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.

12:55 - 13:55

Networking Lunch

13:55 - 14:30 - 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

Collaboration & Transparency

14:35 - 15:10 - Keynote

Leadership & Workforce Development

Filling Up the Skills Gap Today Created by Future Innovations of Tomorrow

  • Due to the continuous development of technologies, traditional supply chain knowledge will not be sufficient for the future
  • Expanding the company’s skill base
  • Understanding the next generation of professionals
  • Reversed Mentoring - enabling various skills to be shared throughout the company

15:10 - 15:45 - 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.

15:45 - 15:55

Chair’s Closing Remarks & End of Summit