Opening Keynote: Connecting to the Future
Doug Bauder (Southern California Edison)
In an era of fundamental change in the market landscape, the utility industry is in the midst of an enery renaissance. Reformation is driven in large part by advanced technologies, shifts in business models, transformational public policies and ever-increasing cyber vulnerability. This new, vibrant world centers on connecting the tangible to the digital, prosumers to the grid and stakeholders to renewable energy, while securing electric system infrastructure from cyber invasion.
As shepherds of business resilience, SCE's Supply Chain Management addresses these game changers by building a network committed to supply chain value management.
Developing Future Supply Chain Leaders in an Unpredictable World (Panel)
David Aquino (Barco Uniforms)
Kelly Breitenbecher (Petco)
Paolo Cerruti (Tesla Motors)
Maria Thompson, Moderator (Agile Sourcing Partners)
This panel brings together accomplished executive-level thought leaders from well-known companies who will share their experiences and lessons-learned in transforming organizations to achieve supply chain excellence. The panel will discuss cross-industry best practices and leadership traits necessary to be successful in end-to-end supply chain transformation and business performance improvement in today's volatile and unpredictable environment.
Closing Keynote: Preparing Taylor Guitars' Supply Chain for the Next Century
Charlie Redden (Taylor Guitars)
Musical tonewoods have been used for centuries to create beautifully sounding instruments, yet consumer demand, rising prices, illegal logging and deforestation have put these materials in danger - some in the very near future. In order to protect this delicate supply chain, Taylor Guitars has taken bold steps to preserve these tonewoods, improve sustainability and bring awareness to the musical industry on the true state of the forests.
These workshops will provide a deep dive into critical-to-success supply chain topics. Each workshop will be led by subject matter experts and include interactive discussions and exercises that will provide a comprehensive understanding of the subject and valuable takeaways.
Workshop 1: Developing a Strategic Framework for Making Complex Global Sourcing Decisions
David Pyke (University of San Diego)
One can hardly pick up a newspaper or business publication today without seeing an article or editorial about outsourcing to China, Vietnam, India or other developing countries. Some opinion pieces and blogs predict dire consequences if the outsourcing trend continues, while others highlight the increased standard of living that has followed similar trends in the past. These articles reflect the challenges faced by workers, policy-makers and managers. Many employees fear losing their jobs overseas, and yet flock to Wal-Mart to buy cheap imported products. Politicians worry about constituents’ jobs, trade imbalance and global competitiveness, while recognizing the stabilizing effect of strong trade relations. And managers try to balance the needs of their employees and communities with the demands of an often brutally competitive marketplace.
It is no wonder that managers are hungry for information about operations in developing countries. They are eager to understand how to approach the complex issues of whether to outsource, where to outsource and how to outsource to achieve the maximum benefits for their companies. They wonder if they should purchase components or finished goods, or if they should do their own manufacturing by acquiring, merging or even starting new operations. Unfortunately, many managers make these decisions based on limited information and without a strategic context. They often focus only on astonishingly low unit costs. To add to the complexity, the recent volatility in fuel prices and increased Chinese wages has spurred some companies to move back to the U.S.
During this highly interactive session, participants will be asked to advise the CEO of a specific firm on his decision about outsourcing to China. Details on the company will be provided, and participants will be given an opportunity to ask additional questions to help fill out their understanding. The workshop is intended to help managers develop a strategic framework for making these complex decisions.
Workshop 2: Understanding and Applying Total Cost of Ownership (TCO) in Your Decisions (please email firstname.lastname@example.org or email@example.com for presentation)
Ray Hummell (University of San Diego)
Purchase price alone doesn’t tell the whole story when it comes to the relevant cost of a product or service. For example, two similar trucks from different manufacturers may have the same selling price, but have different operating and repair costs, as well as different qualitative characteristics like handling, comfort, appearance, etc. The same is true for companies like FedEx when purchasing aircraft or office furniture – the total cost may be quite different between alternatives even if the purchase prices are similar. Services like a building contractor or cleaning service may have competitive prices initially, but ultimately end up with different total costs. Outsourcing logistics involves the total cost of the relationship since the interface between shipper/third party and third party/final customer can have a major impact on not only the cost of the service, but the quality of the outcome.
Participants in this workshop will learn how TCO can be used:
- as a philosophy, a methodology, and a tool.
- in make vs. buy analyses, supplier selection, lease vs.buy decisions, project selection, etc.
- to incorporate discounted cash flow analysis (DCF) into the models.
- to include both quantitive and qualitative components in decision making.
Workshop 3: Using Influence and Persuasion in Negotiation (please note: copy of presentation is not available)
Craig Barkacs (University of San Diego)
Linda Barkacs (University of San Diego)
We all negotiate – all day, every day! So why are some people vastly more successful at negotiation than others? Much of the answer lies in understanding human nature. Those who master the art of influence and persuasion have a great advantage at the bargaining table and life in general. Join us for a fascinating discussion as we answer the following six questions:
1) If you have two options to present to a client, which option should you present first, the more costly one or the less costly one?
2) It is better to tell prospects what they stand to gain by moving in your direction, or what they stand to lose if they don’t?
3) If you have new piece of information, when should you reveal that it is new, before or after you present the information?
4) If you have a product or service that has both strengths and weakness (and what doesn’t), when should you present the weakness, early or late in your presentation?
5) When someone has praised you, your product, or organization – and thanked you in the process – what is most effective thing you can do immediately after the person who has praised you says “thank you” to you?
6) To arrange for someone to like you and want to cooperate with you, what is the single most productive thing you can do before you try to influence that person?
After a thorough discussion of the answers to the foregoing questions, participants will undertake an interactive exercise applying what they have learned to their own unique situations. Participants will gain an enhanced understanding of how to increase the likelihood that people will say “yes” to their requests.
Workshop 4: Managing Predictable Surprises in Transportation
Mike Regan (Tranzact Technologies)
"Predictable Surprises" will address how transportation and supply chain professionals can eliminate unpleasant surprises by looking at and evaluating issues in the transportation industry, and projecting how those issues will affect freight costs for their companies.
Why does it pay to consider Predictable Surprises? Because you can be proactive rather than reactive in responding to issues and events! For example, the labor slowdown at the west coast ports last year caught a lot of shippers by surprise and hurt their supply chains, but it was, in fact, an entirely "Predictable Surprise." Looking forward, what is likely to happen with transportation rates over the next two to three years? Could your rates increase by as much as 20 percent? Are there other foreseeable events which could impact your supply chains? and what about the giant wild-card that is the economy? Take a step back and look at what you will need to do to be prepared for the future so you can avoid unpleasant surprises.
This workshop will help you understand the following steps you can take to predict issues that will affect your transportation costs over the next few years:
- How to anticipate what's next in the transportation industry
- How to proactively respond to "Predictable Surprises"
- How the current economy is affecting shippers
Workshop 5: Creating Alignment in Supply Chain Management (please email firstname.lastname@example.org for presentation)
Tracy Lyn Cheetham (ParadoxSolve)
A high-performing supply chain requires engagement, commitment and collaboration from all departments. In this interactive workshop, participants will participate in teams to discuss a virtual organization facing severe losses. They will identify areas of poor performance, redundancies and opportunities to improve the bottom-line. They will experience decision-making against departmental trade-offs in order to align the business using cross-functional management and effective teamwork, with the objective of realizing the significant business benefits alignment
Workshop 6: Global Supply Chains as the Next Frontier in Corporate Responsibility
Art Stewart (Strategic Impact Partners)
Jeff Leinaweaver (Strategic Impact Partners)
After decades of slow but steady foundational achievements, the corporate responsibility movement is maturing and rapdily reaching a crossroads. In the new norm of volatility and uncertainty, companies across all industries are compelled to focus on a growing njmber of factors that may impact their bottom-line performance and the management of risk. Strengthened regulatory measures, gains in international consensus, and more distributed stakeholder and publis interest forces are bringing about a new generation of responsible business - and the next frontier is global supply chains. Smart companies are discovering that higher standards of transparency and accountability in environmental, socia, and governance preactices can be the secret weapon to achieving more durable competitive advantage.
This workshop will provide a snapshot of the current global responsibility movement in the context of its transformation of supply chain strategy, operations, and social responsibility. The session will also look at how sustainability practices are transforming management systems, particularly human rights issues and the global supply chain.
Workshop attendees will acquire:
- an overview of the current state of corporate responsibility and its convergence with global supply chain issues.
- guidance on asking the right questions of internal stakeholders and management regarding sustainability and their current procurement model.
- the business case for respecting human rights.
- a "What to Know" check list on human rights risks within the supply chain.
- an introduction to going beyond the 'supplier code of conduct' to a role of mutual 'buyer-supplier codes of conduct.'