• Understanding the key competencies that would allow companies to gain a competitive edge in the new world of global trade
• Mastering the art of instantaneous information flow across the value chain
• Achieving invisible borders across countries and companies
• Delivering real-time decision making in today's complex business environment
• Translating supply chain excellence into competitive advantage, profit and growth

• Adopting a global view on how companies’ supply chains have evolved over the last decade
• Reviewing the global market dynamics: Asia’s increasing importance and involvement in the global supply chain and the challenges it poses to the more “mature” manufacturing markets
• Moving beyond cost-cutting measures and gearing your supply chain towards customer satisfaction
• Critical examination of the evolving relationship between partners of the supply chain: The importance of striking strategic alliances to survive
• Being truly global: Visions of today

• Understanding Asia’s diversity and consumer demands here, and identifying the opportunities and challenges it brings to your regional supply chain
• Strategizing to optimize these opportunities and practical realities to overcoming the challenges
• Key evaluation criteria in optimising your regional supply chain: From procurement to manufacturing to distribution
• Understanding the need for different strategies in different countries and selecting the right partners in each country
• Maximizing the potential of technology and developing a strategic partnership and outsourcing strategy to drive your supply chain forward in the region

• Staying in the game: Importance of meeting your customers’ demands for highly customized products
• Balancing high volume mass customization with cost and speed to market
• Envisioning and designing a supply chain model that best fits into this competitive environment
• Identifying the key evaluation criteria needed for change: changing partner relationships; strategic sourcing; technological tools; outsourcing; product design and manufacture positioning
• Reviewing best practice models

• Communicating the need for a DDSN to increase profitability for all parties involved
• Pulling together your supply network of customers, suppliers and supply chain partners to synchronise demand and supply
• Designing daily operational workflow and integrating it into your long-term strategic plan to deliver a true DDSN
• Driving optimization and reducing response times by fully utilizing technologies to enable execution
• Overcoming the challenges of partnership synergy in driving this change and developing a performance metric to measure its true financial value

• Understanding the challenges in managing your service parts logistics across diversified geological locations
• Customs and infrastructure challenges: What issues do they present, and obstacles do they pose in meeting delivery times?
• Optimising your supply chain by determining the right service parts strategy: A macro business outlook on companies’ decisions in managing their parts operation
  - Locating your parts centre
  - Cost efficiencies in parts distribution
  - Collaboration strategies and key criteria in selecting your aftersales
    partners

In today’s competitive environment, a CPG company has to view their supply chain as an extension of the retailers’ supply chain. A few successful CPG companies in the world have already re-engineered their value chains to be 100% retail centric. How about yours? What is the business case for aligning your supply chain with your customers and how can you achieve it?

Asia’s market is big and it is experiencing a high velocity in growth. However, for manufacturers within the process industry to maximise revenue and growth opportunity, ancillary sectors such as infrastructure, logistic and transportation have to be able to meet the demand for more facilities and services. Inadequate logistics and inefficient transportation structure will result in delays in the delivery of products and increased charter costs as supply is squeezed. Asia is currently facing a very fragile and fragmented logistics and transportation infrastructure. This session will look at the solutions available

• Managing your spare parts logistics in ASEANA and understanding the key issues involved
• Optimising your supply chain by determining the right service parts strategy to achieve ROI
• Implementation hurdles to expect and how you can overcome these challenges
• Measurement tools to evaluate how spare parts logistics can impact your ROI

• Structural improvements in supply chains has focused mainly on systems and processes which tended lock supply chain to its past.
• History has however taught us that the only certainty is a future of uncertainties. In our industry we have been time and again been confronted with new challenges.
• There exists a strong case for supply chain managers to consider building a strong capability to anticipate the future and designing adaptive supply chains to manage uncertainties in the operating environment.
• No business can however afford to do this on its own without involving their Service Providers to raise early alerts and to respond to an emerging situation.

In 2001 Bristol-Myers Squibb (BMS) set out to build a global integrated supply chain with the vision, "One Plant, One Plan, One Team".  Now 4 1/2 years into the effort we have achieved   many of our objectives and are seeing significant improvements in performance.  In this presentation we will talk about:

• From vision to road map.  Creating a project plan that worked
• What is an integrated supply chain?
• The challenges of integration, and how we addressed them
• The final result and how it has helped us to better manage our business

• Recognising the importance of your outsource carriers and logistics providers in streamlining your operations by eliminating costs in your supply chain
• Enhancing collaboration among value chain players to: looking at your carriers as suppliers of a service and including them in your planning tools
• Examining the advances that carriers and service providers in Asia are making as they strive to provide value added services: how can you best leverage these?
• Aligning technological platforms to ensure true visibility along the transportation chain
• Cost ownership in technological implementation: Determining where the cost baton is passed along the supply chain and where it should be eliminated   
• Benchmarking metrics to effectively measure your stock holding man days reduction and the elimination of costs to drive your operations profits up

• Using demand driven supply chain model to convert a tradition push-base approach to a demand-pull concept in the process industry
• Synchronizing demand and supply to ensure right amount of inventory is produced at the right time and at the right place
• Assessing long term demand patterns to establish minimum levels of working capital to service spot orders
• Best in class practices for demand-driven supply chains in the process industry

• Reviewing changing market conditions: How has globalisation caused a paradigm shift in logistics?
• Driving DDSN with an Integrated Logistics Management (ILM) approach based on true customer needs
• A top-level analysis of the opportunities, challenges and business value of ILM
• Case studies on ILM: Who is implementing it today?
• Building a business case for ILM for your company to drive shareholder value up: What is in it for your company?

• Features of Dubai Logistics City (DLC) and incentives available
•  Infrastructure development plans in the short–term and long-term
•  Identifying how you can establish your operation in DLC to optimise trade flow and save logistics cost

The closing panel on Day One brings together the 3 Chairpersons from each stream to moderate the closing panel, with each presenting a 10-minute summary finding per stream.

From these findings, the selected panellists, made up of practitioners from the discrete, process and retail & consumer goods industries, will review the critical issues that arose out of the streams. Brainstorming with each other and with delegates at SCMLogistics World 2005, this single platform will challenge all the issues discussed, and form an interactive outlook to Asia’s supply chain – one that will set the tone for the year’s challenges and positive transformation for Asia to be a strategic growth area for the vertical industries.

Day Two of SCMLogistics World 2005 opens with the different partners along the supply chain coming together to address the key issue in logistics today – Responsiveness. It is widely recognised that to build a highly responsive supply chain, all partners along the value chain need to adapt, to be flexible, to be visible, to collaborate – this is no easy task considering the increased complexities in supply chains today with one layer of information sitting on top of another; with one cultural expectation differing from the other; with one tier of suppliers dealing with another, with different customers demanding different requirements, with one infrastructure creating complexities in another.

This Strategic Partnership Panel pulls together the different players in the supply chain to discuss critical issues impeding the speed and agility in responsiveness in the Asian supply chain. From manufacturer to supplier and contractor, to technology and logistics provider – every player becomes a provider as well as a customer in the closed loop supply chain.

• Integrating procurement into the total value chain – how does it help to achieve maximum customer satisfaction?
• Working on a strategic level with your procurement team to determine your strategies are in line with your customer-centric mission
• Challenges faced in implementation of these strategies
• Executing a re-engineered procurement performance analysis to measure total value to the organisation

In contrast to setting performance targets through an annual budgeting process, today's companies require a Real-time Performance Management (RPM) process that includes: dynamic, often real-time, feedback on how the company is doing in relationship to their key goals; the creation of Dynamic Performance Targets that reflect changing definitions of what is important and what is acceptable performance.  In a dynamic marketplace there are often "tipping points" where existing operational procedures sub optimize financial performance. An understanding of the Optimal Potential of logistics and fulfillment assets under a given set of circumstances requires granular, operational data, particularly cost data

• Requirements of the full value chain of the EMS Business
• Challenges and issues of flobal support
• A wish list of how the logistics global environment can be influenced to facilitate a completely free movement of materials
• Collaboration strategies to achieve full value within EMS

• Key criteria for supplier selection and creating a portfolio of diverse sized suppliers to meet your company demands
• Developing a constantly evolving mix of suppliers to ensure competitiveness is kept and growth is aligned between your company and suppliers: Spot versus long-term contracts, and managing pricing and service levels in auctions and bids from your supplier pool
• When your manufacturing requirements change or volume increases unexpectedly, reliability is key: Can your suppliers respond reliability and swiftly, and ensuring your contract hedges for the unexpected with a diverse supplier pool
• Putting in place an evaluation process to ensure compliance and delivery of contract terms: How do you get the best value out of your contracts with suppliers and drive their performance higher and better in terms of innovation, value, cost efficiency, and service delivery

From the customer perspective, we review the importance of partnering suppliers. This compelling best practice brings the customer perspective on how they evolve a relationship with a supplier to a world-class level. Issues discussed include: Which suppliers can be brought to the next level? How do you gauge their readiness to grow with you? Is their current technological infrastructure in line with yours? Are they willing to implement new technologies that create better synergy? How innovative are your partners to your product requirements? What separates a “partnership” from a “supplier relationship”? Where is balance between low cost and high service levels? Is there a need to compromise cost with service?

This case study provides insight from the perspective of a winning supplier. What were the difficulties in meeting the expectations of our customer? Accountability and what does it mean to a supplier? How did we drive our service levels up while maintaining low costs? Did this move our cost burden further upstream, or eliminate it? What were challenges we faced with the complexities of our customers’ demands and unexpected changes in requirement? How did we jointly create synergy and performance monitoring with our customer to ensure we are almost on top?

• Assessing your Asian suppliers portfolio:
  - How do you effectively manage and obtain greater leverage from
    balancing your supplier portfolio?
  - Issues with service levels from large and small suppliers: How does each
    serve your end expectations?
• Managing the gaps between you and your suppliers: Aligning expectations to extract greater value from your relationship
• Evaluating the SRM technological tools available in the market and how they can raise your supplier relationship management strategy and lead to a more strategically managed operation that impacts your supply chain responsiveness
• Reviewing the ramifications of ineffective supplier relationship management on your business growth and customer delivery
• Key performance metrics not just to measure supplier reliability, service levels, sophistication and value, cost efficiency and mid-to-long term growth

In order to effectively manage inventory levels and reliably meet customer delivery dates, companies must maintain control of in-transit shipments. However, managing in-transit    inventory across an extended supply chain that includes multiple suppliers, carriers, transportation modes and geographies creates significant challenges. Most companies don’t have   the visibility into when or even if an inbound shipment will arrive, or whether a critical customer order will actually meet the required delivery date. This uncertainty results in high    inventory buffer stocks, missed customer delivery dates and high transportation management costs.

This session will examine how service providers can deliver the services their customers want, when they want them, and respond quickly to changing requirements by applying consistent processes that scale across multiple sites and operations

• Revenue acceleration by supply collaboration across the enterprise network
• Decrease time to revenue through rapid on-boarding of new clients
• Reduce time to market for new value-added services
• Lower operational costs by applying consistent processes that scale across multiple sites and operations
• Lower total cost of ownership through a common platform with configurable flexibility

Customer service policy is increasingly an integral part of a company’s "marketing mix". "For instance, large sophisticated retailers are increasingly imposing guaranteed Service Level Agreements or "SLAs". Unfortunately ERP and supply chain systems attempt to maintain a fixed stock level (either in quantity or time supply) creates undesired variations in customer service level. Planners are forced to intuitively try to balance between customer expectations and total inventory required to support its decisions. As customer s become more demanding in today’s world, leaders in the field must incorporate customer service level as the main driver in their inventory optimisation strategy. This strategy is put in place across the different points in your supply chain: from unfinished products to finished goods to spare and warranty parts: each point of optimisation has a direct correlation to customer delivery response.

• Understanding that customer service policies are strategically set by collaboration between Supply and Demand Chains
• Measuring the opportunity cost when your focus on inventory minimisation result in unfulfilled customer delivery
• Changing your focus to delivering higher customer service levels when planning your inventory optimisation strategy: Finding out how is it possible to improve customer service while minimizing total company inventory
• Understanding the practical challenges in planning and execution and finding out how leading companies are achieving this
  - Assessing the available technologies to drive your service driven 
    inventory optimisation strategy: Which fits into your current legacy and
    offers you the most value?
  - Communicating the need for a service driven inventory optimisation
    strategy to your employees: where changing for a more customer driven
    system means changing your company culture and mindset
  - Resigning your KPI process to encompass the need for higher service
    deliver level

In today’s customer-focus competitive business environment, an organisation need to have a flexible integrated logistics strategy that  responds to real time changes in demand, while shipping 100 percent customer-compliant orders at the least cost. This responsive and demanding fulfilment model can only be enabled by a robust and well-integrated order management, warehouse management and transportation management systems, as well as by forecasting and inventory optimisation technologies. This topic will evaluate how an organisation can integrate its logistics processes with an understanding of how the latest technologies in the market can be strategically implemented with minimal investment

• Fulfilling the demanding customers’ requirements: Understanding the need for flexibility across all points in your supply chain
• Challenges in integrating your entire logistics suite to create real-time visibility from factory gate to point of sale looping back to production:
  - Gaining the buy-in across the different points in your supply chain and
    linking each function to each other: Communicating the need to balance
    cost efficiency with the need for IT integration
  - Enabling each function to serve the other in lowering total and safety
    stock levels while simultaneously keeping up with current customer
    demands and rapid changing trends
  - Balancing accurate forecasting tools with inventory and order
    management, and warehousing minimization with transportation planning
  - Assessing your current technological capabilities to determine their real-
    time functionalities: Getting your different logistics points to “speak” to
    each other in real-time
• Getting your partners up to speed in elevating their current IT capabilities to match your real-time requirements
• Overcoming the issues with real time planning versus execution within a multi geography, multi-mode, multi-staged supply chain: Integrating your total suite for a global operation

Learn how supply chain command and control technologies are enabling them to transform distributed supply chains from headaches into competitive advantages

• Re-gaining control of distributed supply chains and multi-enterprise processes
• Using real-time information to drive supply chain performance improvement
• Monitor, alert, respond, optimize: the fundamentals of adaptive supply chains
• Case studies from Dell, HP, Nissan and a leading 3PL

• Consolidating planning to one regional decision point to facilitate a centralised and structured approach to demand & supply planning
• Automating the replenishment between affiliate locations to gain real time visibility of net requirements at the supply point
• How the successful integration of systems has resulted in reductions in overall product lead-times
• Reducing human intervention through exception based planning

The early 90’s ushered in the technological boom with companies investing heavily in ERP systems, supply chain technologies – many of which were not selected based on the critical view of its applicability to the company’s requirements. This has brought about the late 90’s bust with the realization that the IT investments did not translate into measurable ROI and benefits. Now sceptical, critical, wary of indiscrete IT investments, CIOs and Supply Chain executives of companies are burdened with the task of bettering the supply chain without all the new technologies available. This case study looks at one such company that has re-engineered its supply chain without new IT investments:

• Linking IT performance with your supply chain vision: So you have all the technological tools available, but what next? How far can your current technology align with your long-term goals?
• Assessing your business requirements to make your existing tools work harder for you
• Working internally with different operations to gain an understanding of the gaps in your current IT usage: Where is it under-used? Where are the broken links? What needs to be improved?
• Consolidating all your current available technological tools and taking a microscopic look at their performance levels
• Updating and re-designing your existing IT tools by developing new data and information fields with your solutions providers: Making your providers communicate with each other to ensure optimal usage of your current solutions
• Achieving operational excellence with a well-developed set of evaluation criteria

Supply chain technologies are, at the end of the day, the tools and means of releasing pain points in your supply chain. But how well they are managed as tools, is another critical issue often overlooked. Supply chain technologies simply cannot be managed by only your IT department: they must be managed from backroom to boardroom; from upstream to downstream in your supply chain, to ensure constant performance peak of your technologies. This interactive Measurement Panel Discussion draws a critical insight into maximizing the ROI from IT investments by looking at:

• Global outlook on RFID adoption: Who is doing what, and level of success
• Business case for rolling-out RFID for the CPG and retail sectors when cost of products are generally low
• Assessing retail and CPG readiness for RFID roll-out in Asia
  - Infrastructural assessment of the region
  - Suppliers readiness
  - Technological availability
  - Standards and frequency
  - Culture and mindset
• Collaboration strategies amongst value chain players to successfully drive the initiative: From employees to suppliers to service providers
• Practical challenges of rolling out RFID both internally within your company, and enforcing your suppliers externally
• Overcoming the challenges and getting the ROI from implementation within a high volume, low cost, fast moving industry

The Asia Pacific region is made up of a number of highly mature countries as well as some the world's poorest nations. The developed markets are important manufacturing regions, transport transit hubs or financial centres while the developing countries are currently experiencing extremely high levels of development. A strategic supply chain that maximise the potential of this region while working around the limitations will definitely give your company the very competitive edge to prosper and survive in the 21^st century. However, company has to fully understand the impact of transaction taxes on the overall supply chain to maximise the opportunity.

• Exploring the attraction of Asia as a sourcing and manufacturing hub for your global supply chain
• Exploiting the strengths of individual countries in Asia to enhance your business operations for maximum profitability
• Recognising the risks that come with operating in Asia, the impact on financial statement and strategies in working around it
• Understanding the impact of transaction taxes on the overall supply chain, sourcing decisions, customer satisfaction, cash flow, “quote-to-cash” and “procure-to-pay” processes to create business value beyond “tax saving”

Access to the best supply chain capabilities is more important than ownership of those capabilities for companies recognising their core competencies leave no room for them to manage their logistics operations. Today, outsourcing has in fact become a mainstream way for companies in to obtain supply chain capabilities. Top MNCs such as Hewlett-Packard, Johnson & Johnson, and Sun Microsystems have outsourced some of their Asian supply management operations with various degrees of success.

SCMLogistics World will bring together leading manufacturers from different industries who have outsourced their business activities in one way or another in Asia to share their experience. Areas of discussion will include

• Identifying global outsourcing hot spots in Asia: Assessing the strengths and limitations of each country in Asia for outsourcing activity
• State of play in outsourcing in key vertical markets such Automotive, High-Tech, Pharmaceutical, Chemical, FMCG and Retailer: Determining key issues, success factors and best practices in outsourcing from each different industry
• The need for increased real-time collaboration among supply-chain participants; Understanding visibility alone provides minimal value
• Maintaining your grip on the outsourced elements of your supply chain through tight contractual management: Setting the right terms in contracts to ensure containment of costs and added value for your customers
• The art of building a collaborative and trusting relationship in Asia