Latest Events

Supply Chain Planning Forum Presentations

Date: 01 October 2008

Time: 09:00 am - 17:00 pm

location: Ardencote Manor Hotel, in Claverdon, Warwick

Please see the synopses of the Supply Chain Planning Forum presentations and biographies of the speakers.

1. $200 Oil prices, the credit crunch & high inflation - how will our supply chains respond?

Detail coming soon.

Fraser Ironside, Global Business Development Director, Barloworld Optimus Ltd

Fraser graduated from the University of Manchester Institute of Science & Technology with a BSc (Hons) in International Management with American Business Studies in 1996. He then spent three years at Matthew Clark, a UK based drinks manufacturer and wholesaler, in a variety of operational and project management roles within the logistics function. Upon joining Radical in 2000, Fraser conducted consulting projects with various blue chip clients across Europe including Sony and Dow Chemicals. In April 2002, Fraser moved to Toronto to manage the North American subsidiary, Radical Strategic Logistics Modelling Inc. He has managed over 50 supply chain modelling engagements in North America, Europe and Asia for many of the world's largest companies. Since October 2005 he has been responsible for Global Business Development for Barloworld Optimus' Network Design solutions. He regularly speaks at the CILT roundtables, UK Supply Chain Modelling Forum, the China Supply Chain Council (CHaINA summit) and the CSCMP virtual roundtables in the US.

 

2. Supply Chain Planning for over 700 retails stores with daily deliveries

Detail coming soon.  

Brian Donaldson, Kwik Fit

Detail coming soon.

 

3. Incorporating Sales and Operations Planning into your organisation

The market for aerospace materials has been transformed by global competition over the last few years, from a largely spot business to one, which is dominated by a few major groups of buyers.  

ThyssenKrupp Aerospace is sandwiched between very demanding customers in high profile programmes and powerful but poor performing suppliers. The ability to plan in finite detail up to 2 years ahead has become a critical driver of service and a source of competitive advantage.    

Our presentation describes the aerospace materials supply chain challenge, and how ThyssenKrupp Aerospace have adapted to this challenge by incorporating Sales & Operations Planning into our business.

Jacqui McCarthy, ThyssenKrupp Aerospace

Having joined ThyssenKrupp Aerospace (then Apollo Metals) in 2001, as part of the newly formed Group Planning team, responsible for implementing Sales & Operations Planning and Optimiza at the UK sites, Jacqui then took on the role of Inventory Manager before moving into the role of Supply Chain Manger 2 years ago. She is now responsible for Demand, Inventory, Purchasing and Production Planning at the Birmingham site.

 

Graham Hinton, ThyssenKrupp Aerospace

With over 10 years sector experience Graham’s current roll is inventory and demand manager for ThyssenKrupp Aerospace Milton Keynes. His roll covers all materials planning activity for the site including S&OP. Graham is originally from a manufacturing engineering background and was an active participant in implementing materials planning processes, S&OP and Optimiza across ThyssenKrupp Aerospace (formerly Apollo Metals).  

4. So you know your carbon footprint, now what you are going to do about it?

Carbon footprinting has become a hot topic, but without methods and strategies for reducing emissions it is little more than number pushing and reporting. In this session we look at improvement and sustainment approaches through a set of mini case studies, each tackling a different aspect.

Erik Pearson, Unipart Expert Practices

Erik joined Unipart Expert Practices at the start of 2008 where he is Senior Consultant with a remit including supply chain modeling and strategy, and environmental aspects. Before Unipart, he spent over 4 years responsible for CAST development and deployment as Product Development Manager at Barloworld Optimus. Previous roles include consultancy, forecasting and planning, and logistics development with retail giant B&Q.

 

5. Warehouse Design & Operation: Simulating Reality

How do you plan changes in warehouse design and operation without disrupting the day to day running?

The re-development of one of Premier’s largest warehouses left the site management team with a new layout and challenges to deal with. With the help of Autologic Systems, a simulation model of the warehouse was developed that now accurately represents the warehouse activity and operation. The model has been able to help realign task allocation and MHE requirements, assess the impact of conveyor breakdowns and plan for seasonal peaks in demand.

 

Paul Moody, Premier Foods

Paul is an experienced supply chain and logistics professional, specializing in modelling and simulation. He started his career implementing an industry leading vehicle scheduling software package, before moving to a Solution Design role at a major third party logistics company. He joined what was RHM in 2005 as Solutions Manager for the Group Logistics Team, tasked with saving £30m of logistics costs in 3 years. Following the merger with Premier Foods in 2007, Paul has been the lead solutions expert in combining the 2 logistics networks.

 

6. Integrated Business Planning - a closed loop S&OP process at Sasol Nitro

The solution consists of 4 modules completed by 3 software technologies.  The modules are: Demand planning, Supply planning, Inventory planning and DRP (or Distribution requirements planning).  The technologies used to model these elements are:

• Optimiza Demand Planner (or ODP) for Demand planning
• i2 Supply Chain Strategist for overall Supply planning (this includes procurement,
• inbound logistics, production and outbound logistics)
• Optimiza for inventory planning and DRP (DRP is driven by Strategist but excecuted by Optimiza)

The above solution elements are combined with workflows (supported by an integration layer in SQL) to provide a total solution. 

 

Lourens du Plessis, Barloworld Logistics SA

Lourens joined Barloworld Logistics in 2008 after some years working abroad in the mining sector, where he was responsible for new business development in Eastern Europe and Africa. Previous roles include consultancy, logistics and IT solution design within various organizations. Lourens is responsible for supply chain planning software business performance within Africa.

 

7. How GIS creates a new dimension in supply chain planning

Supply chain planning is rapidly becoming a complex discipline underpinning by increasing quantities of data.  However, there is a risk that generating more data can obscure rather than clarify things. However, the early signs are that geographic information systems are being used to create innovative solutions to traditional supply chain problems as mapping solutions are being used to consolidate this information –making it easier to identify trends and to improve core business processes.  Maybe the commercial benefits of a geographical approach have been under-estimated after all…

 

Graham Wallace, ESRI (UK) Ltd , Senior Business Strategist

Graham joined ESRI (UK) in early 2006 and is member of the Business Strategy Group. In this role he is responsible for creating and delivering market entry and business development strategies for the commercial sector focused on the logistics sector.

Before joining ESRI (UK), Graham spent 2 years working as Supply Chain Director with Amazon’s leading supplier implementing state of the art purchasing and supply chain systems. His experience includes 8 years working Kingfisher plc developing and implementing business strategy, 5 years at Cable & Wireless delivering benefits from a series of mergers and acquisitions and 3 years at DSG International on a £30m supply chain improvement programme.

Graham Wallace read Geography at Cambridge University.

 

8. UK/European network optimization

• Overview of the BELRON business including a review of their UK/European Distribution Network
• Discussion on how CAST software was used to model the As-Is network and to generate optimization scenarios
• Review of the challenges associated with Network Optimization studies
• Review of the different scenarios considered with associated results and subsequent network reconfiguration plan
• Description of future network optimization plans within the global company

The speaker will outline the existing BELRON UK/European distribution network and highlight the reasons for deployment of the CAST software solution in order to identify areas for optimization and savings within the network. A detailed review of some of the network scenarios considered will be made including an assessment on the challenges associated with such an exercise, before reviewing the financial and network configuration results associated with the final recommendation and implementation plan. The presentation will conclude with a discussion around future network optimization plans at BELRON.

 

Melanie Salter, BELRON

Melanie is the Supply Chain Manager for strategy in BELRON.  Her main areas of focus are strategic supply chain reviews and sustainable supply chains.  She started her supply chain career in 2000, working with Shell International to optimise the distribution of downstream oil.  More recently she worked for the United Nations World Food Programme defining their track and trace requirements for non-food items.  She has a BSc in mathematics from Bristol University and an MSc in Logistics and Supply Chain Management from Cranfield University where she won the Directors' prize for best overall performance.

Markus Schmidt, BELRON

Markus J. Schmidt is a member of the BELRON(r) global leadership team and is the Director of Supply Chain Development for the group. He and his team are working on supply chain projects in the UK, across Continental Europe as well as North- and South America covering supply chain strategy, network- and inventory optimisation and distribution excellence.  

Markus is a Chartered Engineer in the UK and holds a Masters in Electrical Engineering and Computer Science from the University Munich and a MBA with Distinction from London Business School.

9. Evaluating a supply chain’s carbon footprint – a practical methodology and example of Carbon-to-Serve

The world is now sensitised to global warming and the effect of carbon emissions. The national targets are to reduce emissions by 60% by 2050. Business and political leaders talk about ‘Plan A because there is no Plan B’. But the unanswered question is ‘What is Plan A?’

 

To answer this question, there is a requirement to be able to generate a reliable estimate of the carbon intensity of different chains and to be able to model the potential for different scenarios – covering materials, conversion and transportation. 

 

We will describe a methodology for estimating and visualising the carbon intensity of products as they move from source to consumption. The approach presented builds on a number of proven supply chain mapping & modeling techniques - Time-to-Serve and Cost-to-Serve - and a modelling project completed at Cranfield in 2007 on the carbon transportation impacts of global sourcing. 

 

This methodology has been applied to a number of supply chains including a review of carbon emissions across fresh produce supply chains in Europe. Along with other case material this example will be used to show how options can be determined to predict the impacts of change.

 

In the context of the targets that have been set, the widespread application of this kind of methodology will be essential to support policy making and future supply chain design. 

 

Prof Alan Braithwaite, LCP Consulting Ltd

Alan is a Visiting Professor at Cranfield University in the UK. He is a regular speaker at conferences, and the author of many papers and articles.   He is also the Chairman of LCP Consulting, which he founded in 1985. In more than 20 years he has helped to take the company to be the leading independent consultancy in supply chain and logistics, working internationally and receiving world recognition in its specialisation.

He is a thought leader and educator and has worked with the LCP team to develop innovative new analytical and design tools including Cost-to-Serve®, Time-to-Serve® and Carbon-to-Serve® to identify the value potential in clients’ supply chains. 

In his career he has consulted for more than 300 clients across every industry sector. He applies the key principles of the Supply Chain in all functional areas from manufacturing, purchasing and supply to distribution, retailing, logistics and customer satisfaction. 

Alan holds an MSc in Business Administration from the London Business School and a BSc in Chemical Engineering from Birmingham University.

 

Daniel Knivett, LCP Consulting Ltd

Daniel Knivett is a consultant in Supply Chain and Logistics working in LCP's analytical team. Since joining LCP, Daniel has developed the Carbon-to-ServeTM model, enabling clients to identify the carbon build up across their end-to-end supply chain and creating a unique way of mapping supply chains.   Before joining LCP, Daniel worked for more than 6 years in a large UK government department.  There he worked in various areas of data analysis and then within a central analytical and technical support team, developing tools to improve the efficiency of business processes and data collection, analysis and dissemination.  

 

10. Centralization vs Regionalization. Or should you have a bit of both. How do you decide?

In BRAMMER UK Ltd there are over 90 branches that are stock locations and an NDC that doubles as an EDC for certain suppliers. I joined the business 3 years ago to recover and optimize a struggling supply chain. Over this time I have built a strong and agile Supply Chain within the NDC/EDC that can grow with the business and can maximize profitability with good management of suppliers and inventory.

 

The inventory is split 50/50 NDC to Branches and there is a vast difference between the financial turns and the true stock turns the inventory produces. Armed with scary inventory performance statistics I kicked off a project to look at inventory profiling and management and supplier management within the branch network including the process infrastructure.

 

My presentation will look at this journey and the use of modeling within the various project stages and how profiling has a different personality in a regional network versus and NDC environment and I worked with this to achieve the right results. This is a huge cultural and structural change for the business and so the presentation will also look at how I got the necessary sponsorship and funding for this project and how we manage the cultural impact of such significant change within the business.

 

Gillian Holmes, Babcock Networks Ltd

Before recently taking a up a position as Director of Supply Chain at Babcock Networks Gillian worked for BRAMMER UK for 3 years as Head of UK Supply Chain. Gillian has been in Supply Chain Management for 13 years and has worked in most of disciplines within the Supply Chain Arena such as Procurement, Product Management and Logistics.

 

11. The new dimension – managing for minimum cost increase – tools and strategies for a different world

Detail coming soon.

 

John van Wyk, Barloworld Logistics

Detail coming soon.

12. Designing tax efficiencies into your supply chain

Supply Chain Planning has traditionally concentrated on above the line costs.  This concentration however risks to marginalise an important area of Supply Chain cost: Tax.  In a business environment where both tax regimes and supply chain channels are constantly changing, it is more important than ever to consider the tax implications of supply chain changes, and indeed the supply chain implications of tax changes. Guy Dunkerley  will look at the linkages between the two areas, to underline the importance of factoring tax considerations at the strategic and structural, operational, and tactical levels of your supply chain.  He will explain the main elements of Tax Efficient Supply Chain Management, and the drivers which have pushed more and more companies to adopt TESCM practices.

 

Guy Dunkerley, KPMG

Guy is a Principal Advisor in KPMG in the UK’s Business Effectiveness practice. Guy joined KPMG in May 2008, coming from industry and has worked for a number of companies (IMI plc, AMR Research, Pitney Bowes, and Masco inc) in a variety of senior roles. His experience includes: Procurement; Supply Chain IT and Best Practice Advisory; Supply Chain Network configuration and optimisation; Tax Efficient Supply Chain Planning and implementation; Multi-site/Multi Echelon Inventory Optimisation and IT implementation; Manufacturing Mobility and Manufacturing Management.