Welcome and Introduction
Joel Sutherland, Supply Chain Management Institute
Jaime Gomez, PhD, Dean, USD School of Business

Session 1: Strategies for Making Your Supply Chain Resilient
Brian Dunch, Carl Finamore (PwC)

As supply chains become more complex and extended, managing the sustainability risks of disruption and interruption have become ever more critical and difficult. How can your business overcome the vulnerabilities in its supply chain and turn strategic sourcing safeguards into competitive advantage? In this session, you will hear what leading companies are doing to develop more proactive strategies to manage sustainability risks and strengthen resilience in their supply chains.

Session 2: Reducing Supply Chain Dependence to Increase Resilience
Jamie King (RBC Bearings)
Many organizations are operating with a model where the desire is to concentrate on core manufacturing competencies internally while using outside suppliers as centers of excellence for non-core products and/or processes. While this operating strategy has its benefits, it also adds complexity to the process and thus increases operating risk. Additionally, inventory reduction is a key operating metric further increasing risk due to the supply chain. In this presentation, we will discuss how RBC Bearings is reducing its dependence on the supply chain through vertical integration, while also encouraging strategic inventory to increase its resilience and promote revenue growth.

Session 3: Building Supply Chain Resilience and Flexibility to Meet the Needs of an Increasingly Complex World
Steve Gates, Peter Heavey (Solar Turbines)
Conducting business globally without a global footprint to manage it is fraught with risk. 
Oil, natural gas, and commodities, in general, are disproportionately found in countries that score poorly on the Transparency International Corruption Index. Reliance on Agents or Representatives (Third Party Intermediaries) in lieu of a local presence is a risk, in and of itself. Rigid “One Size Fits All” compliance policies create challenges for businesses with a global footprint. This session will focus on the challenges of making the shift from a San Diego-based company that happens to do business world-wide, into that of a world-wide business that happens to be San Diego-based. The speakers will share how their company is building a resilient global supply chain by ensuring that corporate requirements and controls can be consistently and effectively implemented around the world while being flexible in order to adapt to local needs.

Session 4: Panel Discussion: Managing Risk in a Hyper-Connected World
Elizabeth Brady (Illumina, fmr)
Charlie Redden (Taylor Guitars)
Joel Sutherland (SCMI), Moderator

Managing risk has always been an important part of supply chain management. But the increasing complexity and hyper-connectedness of today’s global business environment is taking the challenge to a whole new level. In a world where a problem in one isolated region can bring an entire global supply chain to its knees, a business-as-usual approach to supply chain risk simply isn’t good enough. Eliminating all risk is impossible, of course. However, a resilient supply chain can help your company identify and sidestep risks that are avoidable–and bounce back quickly from those that aren’t. Incorporating and managing an acceptable level of risk can also provide competitive advantage. Panelists in this session will share the risks they face in their global organizations and valuable lessons-learned in managing those risks to ensure a resilient supply chain.

Sessions 5: Interactive Peer Workshops

These workshops will focus on a general topic. Each session will begin with a brief presentation to set the stage, then move to an interactive discussion where attendees will have opportunities to ask questions and share their experiences. Come prepared to actively participate and learn from your peers and subject matter experts in these interactive sessions.

  • Managing Supply Chain Risk: The Board’s Perspective
    David Pyke, PhD (USD), Moderator
    In this workshop, participants will be invited to participate and share in a variety of questions, including:
    • What risks do you face?
    • How do you deal with these risks?
    • What is the CEO or Board’s perspective?
    • Do you engage with other functional leaders (finance, marketing, etc.) in discussing risk?
    • Is it really a VUCA (volatility, uncertainty, complexity, ambiguity) world out there?
  • Design for Supply Chain: Product Design Can Make or Break Your Supply Chain
    John Hanson, PhD (USD), Moderator
    Companies that are commercially successful with innovative products are often also known as leaders in supply chain performance. This is not a coincidence; product design has a large influence on the ability to deliver the product reliably and economically, affecting lead times, inventory and risk. It is important to not only know who is going to supply what, but to create the appropriate product architecture for the commercial environment. Supply chain design is harder to copy that product features and can create more durable competitive advantage. 
    In a workshop setting, we will introduce and discuss:
  • Concurrent Engineering in the supply chain (3DCE)
  • Early supplier selection
  • Product and process modularity
  • Postponement strategies
  • Planning Your Global Supply Chain Strategy
    Rosemary Coates (Reshoring Institute), Moderator
    Does your global supply chain strategy simply evolve from your operations or should you plan your strategy?  In this workshop, you will learn:
    • How the biggest global brands, such as Amazon, Disney, Apple and Zara, design breakthrough strategies and achieve lofty goals.
    • How to evaluate your business threats and opportunities and prioritize your own goals.

You will also have the opportunity to discuss and share your experiences with other workshop participants about how threats and opportunities can drive the development of a strategy that will successfully help you achieve even the most ambitious goals. 

  • Creating a Culture of Innovation and Developing a Learning Organization
    David Keszei (USD), Moderator
    This highly interactive workshop will explore the cultural dynamics of each participant’s own organization and provide a community of practice environment for individuals to learn from each other. Creating, incubating and maintaining a culture of innovation requires organizations to embrace specific processes when developing employees and teams in order to achieve maximum efficiency and results. 
    During this workshop, participants will discuss the following topics as a group, fostering an exchange of ideas and information:
  • What is “Learning Organization” and how does it apply to innovation?
  • Are you currently developing a “Learning Organization”?
  • Do your managers “Shift the Burden” and stifle innovation?
  • Do your employees understand and practice “Systems Thinking”?
  • How do you build high-performing, innovative teams?
  • Can low performing, non-innovative teams learn to become high performing, highly-innovative teams?

Session 6: Interactive Peer Workshops (repeat of Session 5)

Session 7: Creating Scalable Procurement Processes in Innovative Organizations
Matthew Ziskie (Airbnb)

In this session, you will learn how leading procurement and supply chain organizations continually raise the bar to help their companies achieve their missions. Learn how leading companies are finding innovative ways, outside of cost savings, to capture and deliver value back to their organizations. Most importantly–how companies are doing this in rapidly scaling organizations.