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 Conference
Presentations
Monday - January 29
KEYNOTE:
Successfully Leveraging Technology & Shifting Business Models in a
Competitive Landscape
Dr. Corey Billington,
Executive Director of Supply Chain
Organization, Hewlett-Packard
A leading pioneer in supply chain management, Dr.
Billington depicts Hewlett-Packard’s (HP) transformation from a product
oriented to a customer oriented business model. The customer focused
business model paves the way for HP to increase market share along with
its breadth and width of product offerings. By leveraging Internet use
to support its increasingly complex value delivery network, HP has
optimized investment returns and maximized shareholder value. Learn more
about how to leverage the Internet in supply chain management for
competitive advantage.
Extending DELL’s Direct Model to
Product Development via Supplier Collaboration Tools
Michael Pizinger, Director of
Engineering Operations,
DELL Computer
Mr. Pizinger provides an overview of the
deployment of supplier-collaborative tools in DELL’s world class product
development organizations. Learn how Dell will integrate these systems
to interact with vendors on a real-time basis as well as provide
programmatic feeds to their regional MRP systems. The success of Dell’s
Direct Model is not only limited to its interactions with external
customers. Learn about how Dell’s excellence in supply chain management
is enhanced by use of the Internet and is a natural extension of its
business strategy.
The
Advantages of Creating
a Lean Supply Base
R. David Nelson, VP of Worldwide
Supply Chain Management,
Deere & Co.
For more than a decade, companies have
been implementing lean manufacturing practices for competitive
advantage. Today, 70 - 80 percent of product costs come from outside due
to company focus on asset management and core competencies. Hear how
investing resources in and extending lean knowledge and expertise to the
supply base can provide huge paybacks. Once your suppliers are lean,
there is greater value in integrating them sooner into product
development and other business processes. This presentation discusses
how the combined efforts of effective supplier development, integration
and training can create a lean supply chain yielding broad improvements
in cost, delivery, downtime and quality.
Value Chain Strategy
in the Automotive Industry
Dr. Roger Vardan, Manager, Strategy
Development Group,
GM Powertrain
We are in an era in which technologies
and supply chains are evolving at different rates. Companies must
reinvent both their products and their supply-chains to remain
competitive, and they must achieve this simultaneously. Toward this end,
large, established, vertically integrated industries, like the
automotive industry, are quickly moving towards a more horizontal
supply-chain model. The real challenge today is to focus the enterprise
on the most important, value-adding competencies and the highest
clockspeed technologies. Additionally, the ability to create a
value-optimized web of supply-chain partners will become an increasingly
critical success factor.
Dr. Roger Vardan of GM Powertrain
will present a case history of the Strategic Value Chain framework and
its application at GM Powertrain. GM Powertrain, a global supplier of
engines and transmissions for the automotive and marine industries,
undertook a strategic reevaluation of its own value chain. Working in
partnership with Prof. Charlie Fine of MIT Sloan School of Management
and PRTM Consulting, GMPT is employing a new strategic analysis
framework to dissect its product lines, technologies and supply-chain to
identify the most attractive value domains. The resulting value-chain
map is enabling GM Powertrain to chart a series of strategic moves to
optimize its position within the overall automotive value chain.
Dinner Breakout
B2B Collaborative Commerce
-
Value Moves Beyond Price
Alventive
B2B marketplaces are growing rapidly with
more and more companies turning to the Internet to conduct business
online. As this trend continues, how do we make these online B2B
marketplaces more dynamic and productive? We look to successful
offline business models where meeting customer needs is paramount.
The myopic view of today's e-businesses
misses the biggest opportunity presented by marketplaces: Collaborative
Commerce. Collaborative Commerce supports collaboration among designers,
suppliers, testers, manufacturers and distributors to deliver improved
products more efficiently. By broadening the scope of marketplace
activity to embrace high-value interaction beyond procurement, companies
encourage supplier participation, enhance business relationships and
generate real revenue from B2B marketplaces.
Key Learnings:
- Learn how value must move beyond price
for a B2B
marketplace to succeed
- Understand how B2B marketplaces
provide the opportunity for a cutting-edge business model for the
Internet: Collaborative Commerce.
- The benefits of Collaborative Commerce
to designers,
suppliers, testers, manufacturers, distributors and customers.
Breakout Panelists:
John Bruggeman, VP of Marketing, Alventive
Henry Jurgens, Manager, Engineering Systems, Celestica
Rick Duchin, President and CEO, Sporteum
Dinner Breakout
Open B2B
Connectivity
for Supplier Collaboration
Carsten A. Hochmuth, Ph.
D.;Director,
Technical Marketing, Windchill, PTC
About 80 –90% of a product’s lifetime
cost is committed in the earliest stages of the product development
cycle. Decisions, such as which component to use in a design, or which
manufacturer or process to use for a part, have an impact on the entire
life cycle of a product. These decisions also affect the speed at which
products can be brought to market.
Unfortunately, most design chain partners today are limited to a
product development collaboration model that is based upon restrictive
technologies such as email, fax, etc. While some companies have gone to
the extent of implementing electronic trading arrangements with their
key partners, without common processes and language, connecting to each
design chain partner for e-business is a time-consuming, expensive,
custom undertaking.
Standardization of Business-to-Business (B2B) interfaces provides a
common language, which is a critical enabler for e-business. Embracing
open standards, such as RosettaNet, acknowledges each partner’s
investment in and reliance upon existing enterprise systems, while
facilitating secure connectivity of such systems over the Internet.
In the PTC sponsored breakout session, one of the company’s
product definition experts will engage participants in an
interactive question and answer session that will enable them to
gain a better understanding of how to:
- Reduce IT costs by eliminating the need to maintain custom
interfaces between specific design chain partners
- Accelerate time-to-market by providing more consistent, efficient
identification/marketing of the right parts via web-based catalogs.
- Improve corporate flexibility by enabling the rapid
engagement/termination of partnerships with buyers/suppliers
- Improve product quality by enabling a company to increase the
number of suppliers/products that can be evaluated
- Improve profit margins by enabling a company to increase the
number of suppliers that can be evaluated so they can identify a
better price
- Improve revenues by enabling suppliers to reach a significantly
greater market for their products by implementing an open standard
solution
Dinner Breakout
Maximizing Your
Investment in Product Design Data: Optimizing the Extended
Enterprise Through Internet-Based Collaboration
J. Paul Grayson, President and CEO,
Alibre
As outsourcing gains momentum the need
for collaboration increases. Dispersed design and manufacturing
functions can introduce threats to quality and efficiency, and the
endless cycle of creating, printing, revising and routing printed
drawings can handcuff design teams and remote partners.
Shipping paper drawings, or using
traditional 3D modeling systems or visualization tools cannot match the
efficiency and accuracy of true real-time collaboration. Sharing design
data in a practical, useable manner requires a tool with a different
range of functionality than the sophisticated CAD and PDM systems that
initially helped create and manage the data.
The convergence of visualization
software, 3D design tools, and the Internet is enabling the creation of
true virtual teams across the extended enterprise, efficiently
integrating supply chain partners to improve quality, collapse
development cycle times and speed time to market.
- Explore techniques for maximizing your
investment in existing product design data
- Learn how enterprises are leveraging
the Internet to compress product development cycles
- Get a glimpse of practical approaches
to applying Web-centric collaborative design technologies
Dinner Breakout
The Next
Competitive Battlefield:
Supplier Relationship Management
George Tierney, Vice
President,
Global Sales and Business Development. Eventra
As more and more companies move toward
"virtual corporations," where manufacturing is performed completely by
suppliers, it is no longer one manufacturer pitting itself against
another. Instead, it is the superiority of an entire supply chain
against another that determines who is the winner. Supplier Relationship
Management systems (SRM) are viewed by industry analysts as the next
competitive battlefield for Global 2000 companies. Essentially an
inter-enterprise business application, SRM systems help companies
collaborate and automate specific planning, scheduling, shipment and
payment processes with their direct material suppliers.
Through an interactive Q&A discussion,
this breakout will explore:
- The business drivers that are pushing
SRM to the forefront
- The disconnections and inefficiencies
that currently exist within inbound supply chains
- Views and "wish list" thinking on what
comprises an SRM solution
- What business impact and potential ROI
can be realized from implementing SRM
Eventra representatives will share with
the audience the benefits and early ROI results that its client
companies and their suppliers are experiencing.
Tuesday
- January 30
Collaboration
Means You —
Not the Other Guy!
Terry Sueltman, VP
of Global Supply Chain Management, Honeywell Electronic Materials
Rapid cost effective development and
launch of new products and services requires a systematic process for
the inclusion of cross-functional stakeholders. The supply chain,
manufacturing, and development engineering organizations must work
closely together for success. Integrating suppliers is also an important
success factor. Terry will share his experience in bringing suppliers
on-site, developing value-added relationships, and provide the framework
for a collaborative cross-functional development process used at
Honeywell. Measures of success will be discussed, as well as common
obstacles with approaches to resolving them.
Attendees will learn how-to involve the
supply chain in new product developments; how-to develop valued-added
supplier relationships including establishing resident suppliers; and
the elements of a successful process for managing cross-functional
developments
From
Supply Chains to Value Nets -
Tutorial
Joseph Martha, Vice President,
Mercer Management Consulting
How do you change a supply chain that
relies on rigid, sequential and tactical processes to meet the customer
demands of today’s e-world?
In this session, Joseph Martha, co-author
of recently published "Value Nets", will describe a new form of business
design that uses customer choices to set in motion an agile, fast, and
digital network that delivers customer satisfaction and breakthrough
financial results. He will address:
- How to deliver customized products
preferably bundled with key-value services such as guaranteed
delivery or technical support
- How to uncover hidden strategic
value in the
supply chain
- The five elements of value net
creation
- How to optimize supply chain
efficiencies
- How to identify true market
differentiation and achieve superior profitability and customer
satisfaction
Following the presentation, attendees will be invited to join breakout
groups where they will be able to design and discuss opportunities to
develop Value Nets in their respective companies. During this session,
the attendees will be able to learn from others how they are meeting
these more stringent operational and customer challenges.
Quantifiable Product Cost Reduction With Critical Suppliers
Collin Reeves, Supplier Technical
Consultant, Raytheon
Historically, companies have focused a
great deal of effort on internal cost reduction efforts while largely
ignoring the largest component of cost passed on to their customers –
the cost of supplied material. This paper discusses the "Raytheon Six
Sigma with Suppliers" Process, a demonstrated technique that leverages
key supplier technical expertise with ten proven cost reduction tools to
significantly reduce development and production costs. Its extremely
positive results emphasize the criticality of partnering with suppliers
to significantly impact the bottom line. Methodologies for selecting
supplier candidates and conducting workshops are augmented with a case
study.
- An
understanding of when to apply various cost reduction tools
throughout the product life cycle.
- A comprehensive process for
reviewing cost and performance data to identify supplier cost
drivers.
- Exposure to a technique used to
identify, rank, and track cost reduction ideas.
Learnings from Global Implementation of the Supply Chain: Cost
Measurements
Birgitta Häard, Supply Management
Business
Controller, Ericsson Radio Systems AB
- Defining Supply Chain Cost within
the organization
- Initiating and implementing
measurement on a global basis
- Utilizing the supply chain cost for
competitive advantage
- Evaluating operational effectiveness
of the supply chain using cost as a key indicator
- Expectations regarding the results
of implementation as well as efficiency within the supply chain
Supplier
Integration into New Product Development: The Impact of B2B
Robert Handfield, Bank of America
University Distinguished Professor of Supply Chain Management, North
Carolina State University and Michael E. Slomke, C.P.M., Director,
Supply Chain, Motorola SPS
Organizations have been quick to realize
that involving suppliers in new product / process / service development
efforts has the potential for significant results. Numerous studies have
highlighted the fact that supplier participation in product development
projects can help reduce cost, reduce concept to customer development
time, improve quality, and provide innovative technologies that can help
capture market share. While such results typically go undisputed, there
is mounting evidence that not all efforts are successful. Based on a set
of case studies and follow-up survey of worldwide companies, the
presenter will share a formal process map for success that includes
assessment of supplier capabilities, level of complexity of the
technology, and degree of risk. Some of the critical success factors
discussed include product/process knowledge of suppliers, design
expertise, and the alignment of technology roadmaps with the focal
organization. To illustrate implementation strategies and methodologies,
Professor Handfield will be joined by Michael Slomke of Motorola. Mr.
Slomke will discuss Motorola’s challenges and future strategies of
supplier integration into new product development. The talk will
also highlight some of the key budding technologies emerging in the B2B
space that will facilitate knowledge sharing and rapid development of
these integration processes.
Supplier Partnerships Promote
Quality at Saturn
Dan McDonald, Vice President of
Purchasing, Product Control and Logistics,
Saturn Corporation
In order to maximize its investment in
suppliers, Saturn developed the "CAST" system (Consultation, Alternative
Analysis, Selection of a new supplier and Transition to a new supplier)
to address quality and production issues with suppliers. Saturn
implements CAST with a supplier when a formal improvement plan is
necessary. This plan includes meetings amongst top supplier leaders and
Saturn purchasing leaders to develop and agree upon an aggressive
improvement solution plan citing specific time parameters and clear
expectations. Learn how Saturn successfully addresses quality and
maintains partnership relationships with its suppliers. |
