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Day One Tuesday 18 March 2008
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08.00 | Registration
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08.45 | Chairman’s welcome remarks
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| | Mr M Prabakaran, Senior Vice President (S&B), Reliance Industries Limited, Petroleum Business Division
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| OPENING PLENARY 1: STATE OF INFRASTRUCTURE, REGULATORY AND LOGISTICS DEVELOPMENTS IN INDIA AND THE IMPACT ON YOUR LOGISTICS AND SUPPLY CHAIN STRATEGY |
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09.00 | Understanding the latest regulatory developments in India’s transport infrastructure and logistics sector that will impact your existing supply chain and transportation processes.
- Gearing up for India’s future reforms governing its infrastructural development over the next five years
- Leveraging on the modernisation of India’s infrastructure to achieve transportation planning network optimisation
- Analysing India’s time-line for policy changes and implementations within the special economic zones (SEZ).
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09.30 | Panel:Overcoming logistics and infrastructure constraints in India and identifying the strategies in minimising supply chain costs associated with regulatory policies
- Exploring strategic issues on how to grow India’s potential as a world class manufacturing hub
- Analysing how India’s major indirect tax reforms have transformed supply chains
- Addressing the concerns that India Government may not be IT ready for the administration of the new tax regime
- Reviewing how the public and private sectors are gearing up to be IT ready for GST 2010
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| | B N Puri, Principal Advisor, Planning Commission Mr K.K. Kaul, Senior General Manager of Logistics, LG Electronics India Pvt Ltd Moderator: Mr M Prabakaran, Senior Vice President (S&B), Reliance Industries Limited, Petroleum Business Division
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10.15 | Speed networking
A Terrapinn innovation, this is the revolutionary, exciting, quick and non-pressured way to meet fellow conference delegates and industry peers in one 30-min session. These brief meetings are the starting point for conversation and networking throughout the conference. This is where long-lasting and profitable business relationships begin.
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10.45 | Morning refreshments sponsered by
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| OPENING PLENARY 2: BUILDING AN EFFICIENT AND COST EFFECTIVE SUPPLY CHAIN NETWORK WITHIN INDIA AND FROM INDIA |
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11.15 | Creating a highly visible integrated supply chain to gain market leadership and competitive advantage
- Implementing best-in-breed practices on deriving a winning supply chain strategy
- Aligning supply chain strategy with business strategy
- Streamlining the supply chain process to achieve bottom line success
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11.45 | Panel: Exploring the supply chain and logistics innovations required to propel India into a global exporter and world class manufacturer.
- Reviewing the traits that make India a unique market to effectively capitalise on India’s manufacturing boom
- Analysing how India’s manufacturing boom has changed your planning systems and collaboration strategies
- Coping with sudden surges in demand and production capacity to efficiently manage India’s explosive growth
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| | Mr Vinay Shroff, Senior Vice President of Supply Chain Management, Reliance Retail Moderator: Mr David Herridge, Senior Director, Supply Chain Strategy and Solutions, JDA Software Asia Pte Ltd
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12.30 | Leveraging on adaptive supply chain Intelligence to drive profitability
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| | Mr Jeremy Sim, Product Manager, Supply Chain Intelligence, SAS Institute (India) Pvt. Ltd.
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13.00 | Networking lunch
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| TRANSFORMING YOUR SUPPLY CHAIN STRATEGY TO CREATE GREATER VISIBILITY AND INTEGRATION THROUGHOUT YOUR VALUE CHAIN |
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14.00 | The Indian Oil Corporation’s experience: Learning how to best integrate your supply chain management(SCM) system with ERP to achieve supply chain excellence.
- Identifying the potential pitfalls that can occur at different stages to successfully achieve full integration
- Analysing the critical path and decision roadmap adopted by the Indian Oil Corporation
- Measuring the tangible benefits/ROI of integrating the SCM with ERP against the cost of implementation.
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| | Mr S S Soni, Executive Director, Optimisation & Information Systems, Indian Oil Corporation Ltd
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14.30 | Designing an effective business contingency plan to cater for various supply chain failures
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| RE-DESIGNING YOUR MULTIMODAL TRANSPORTATION NETWORK PLANNING TO MINIMISE COST |
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15.00 | Optimising your multimodal transportation network planning to leverage on India’s infrastructural developments.
- Gearing towards multimodal transportation network optimisation
- Deciding on the right mix of various transportation mode for effective in-bound and out bound material management
- Exploring the use of sea logistics to improve distribution to customers
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| | Mr K.K. Kaul, Senior General Manager of Logistics, LG Electronics India Pvt Ltd
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15.30 | Managing the evolving logistic challenge faced by manufacturers in India’s dynamic manufacturing sector
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16.00 | Afternoon refreshments sponsored by
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| CREATING THE BEST-FIT LOGISTICS STRATEGY TO ADDRESS THE DISTRIBUTION CHALLENGES IN INDIA |
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16.30 | The Acer experience in India: Re-evaluating our existing warehousing and inventory management strategies to adapt to changing regulatory policies
With the impending removal of the interstate tax and implementation of unified VAT, manufacturers may need to rethink their existing inventory and warehousing strategies.
- Utilising an optimal combination of centralised and decentralised warehousing systems for efficient distribution
- Analysing the impact of variation in taxation policy change on Acer’s logistics strategy
- Gaining an insight on Acer’s cost-benefit analysis for havinga single point assembly plant versus multiple points
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17.00 | Developing an effective action plan to improve the distribution process for temperature-sensitive products and ensure successful cold chain management in India.
- Designing the optimal multi modal transportation strategy to minimise contamination risk during distribution
- Exploring the use of innovative packaging in cold chain management
- Working with logistics solution providers to minimise the cost associated with building an effective cold chain in India
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17.30 | The Levi Strauss experience in India: Designing an integrated logistics strategy to capture new markets within India’s growing organised retail sector.
Levi’s Strauss’s change in strategy to focus more on retailing exclusively from its own stores instead of using multi-brand-outlets (MBOs) has created new impact on its existing transportation and logistics processes.
- Uncovering the decision road map leading to Levi Strauss’ strategic move to retail exclusively from its own stores
- Customising an effective strategy for in-bound and out-bound logistic management
- Achieving solid competitive advantage in branding through effective supply chain management to create market differentiation
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Day Two Wednesday 19 March 2008
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08.00 | Registration
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08.50 | Chairman’s opening remarks
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| | Ms Sarala Menon, Associate Director of Customer Service & Logistics, Colgate-Palmolive (India) Limited
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| OPENING PLENARY 1: GOING GLOBAL – GAINING NEW THINKING PERSPECTIVES FROM SUCCESSFUL COMPANIES ON HOW INDIA CAN IMPROVE ITS SUPPLY CHAIN AND LOGISTICS CAPABILITIES & MAXIMISE INDIA’S POTENTIAL AS A TRA |
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09.00 | Keynote: Leveraging on IBM’s best-in-bred practices on how to design a world class global supply chain and deliver high quality and cost effective product execution to IBM's global customer base
- Developing a best-fit formal program for overall lead-time reduction and variance
- Fully integrating one’s supply chain management system with ERP across a multi-partner environment
- Leveraging on supply chain visibility platform to track shipments for better global operational control and oversight
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| | Mr Tim Carroll, Vice President, Global Operations, Integrated Supply Chain, IBM
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09.30 | The South Asia panel: Critically examining India’s role as a distribution and trans-shipment centre to South Asia
- Understanding India’s capabilities as a potential distribution and trans-shipment hub to South Asia and the impact of its growth to the region
- Gaining a macro perspective on how to build the key elements for a world class supply chain and export out from India
- Seizing the new opportunities arising from India’s growing importance as a distribution and trans-shipment hub to South Asia
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| | Mr Tim Carroll, Vice President, Global Operations, Integrated Supply Chain, IBM Mr Colin Soh Thian Soon, Director of Service Supply Chain Delivery Function, Cisco Technical Services, Asia Pacific Mr Govind GM, Vice President of Corporate Logistics and Purchasing, Bosch Ltd Moderator: Mr Eugene Thomas, Director, Operations, Middle East,Africa and Turkey, Acer Computer Ltd.
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10.15 | Morning refreshments
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| RETAIL, CPG & FMCG, PHARMACEUTICAL |
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10.45 | Case Study on Swire: Managing extreme demand in and accelerated market -The Story of a China bottling company
- Analysing the key challenges and constraints faced by SWIRE when attempting to manage extreme demand
- Comparing and contrasting the supply chain and logistic issues in India and China
- Leveraging on supply chain design to drive significant improvements in customer delivery
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| | Mr David Herridge, Senior Director, Supply Chain Strategy and Solutions, JDA Software Asia Pte Ltd
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11.15 | Retail Panel Discussion: Managing the new supply chain and logistics challenges created by India’s retail boom.
This session will explore how retailers and vendors in India can collaborate for success to rise to the occasion in the era of modern retail.
- Reviewing what would be the new desired level of support expected of suppliers from a retailer’s perspective
- Identifying the ways suppliers can help retailers reduce their inventory turnaround time
- Creating a balance between keeping supply chain cost low and maintaining a optimal level of merchandise
- Analysing the upcoming trend for retailers to want to deliver directly to customers and its impact to stakeholders
- Gaining an insight on why some major retailers in India have a tendency not to outsource its logistics functions
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| | Mr Rajesh Goel, Vice President-Planning & Supply Chain(West Asia), Samsonite India Ms Sarala Menon, Associate Director of Customer Service & Logistics, Colgate-Palmolive (India) Limited
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12.00 | Exploring non capital intensive strategies and tools, that canbe used to enhance value delivered through sourcing and procurement
- Deriving the best-fit plan to integrate intranet packages ande-procurement systems into the existing sourcing and procurement processes
- Understanding why manufacturers in India may not utilise technological tools such as intranet packages and e-procurement despite going global
- Exploring alternative methods of driving significant improvements in a firm’s sourcing and procurement process
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12.30 | Networking lunch
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13.30 | Redesigning your supply chain & logistic strategy to address the challenges of ensuring product freshness, raw materials availability and on-time delivery in India
An estimated 40% of fresh food items get spoilt before reaching the intended designation in India.
- Giving an overview on challenges faced when facilitating effective cold chain management for perishables in India
- Creating a low cost logistics plan for effective direct distribution capabilities to customers
- Leveraging on effective 3PL management to share the high costs of distribution in India
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14.00 | Learning best-in-bred measures from Colgate Palmolive India on how to work with customers to enhance service levels by effectively addressing out-of-stock situations
- Deploying effective measurement through the use of manufacturer & retailer's data analysis
- Overcoming the challenges of achieving efficient demand planning for different assortment of products in the dynamic retail environment
- Gearing towards efficient replenishment to ensure availability of key SKUs to achieve effective warehouse management.
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| | Ms Sarala Menon, Associate Director of Customer Service & Logistics, Colgate-Palmolive (India) Limited
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14.30 | A Consultant’s point of view: Supply Chain Optimization - Does IT really matter?
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| AUTOMOBILE & HIGH TECH |
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15.00 | Gaining an insight on the challenges, opportunities and possible areas for improvement in outbound logistics for passenger cars in India.
The trend towards low cost manufacturing for vehicles that cost as little as US$2500 will impact one’s supply chain and logistics strategies, bringing about increased interest on how to deploy low cost logistics strategies for maximum returns.
- Utilising the freight structure, insurance, legal and tax regime for effective distribution
- Exploring alternative modes of transportation for distribution of passenger vehicles in India
- Developing the right set of KPI for measuring the performance of your LSP for effective monitor and control
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15.30 | Gaining first-hand insights on MICO Bosch’s production system to achieve lean manufacturing
- Gaining an insight on the production system used by MICO Bosch to achieve lean manufacturing - The Bosch Production System (BPS
- Understanding how lean manufacturing is practiced in MICO Bosch to achieve supply chain excellence
- Integrating MICO Bosch’s vendors into MICO Bosch’s overall production process to ensure better compliance
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| | Mr Govind GM, Vice President of Corporate Logistics and Purchasing, Bosch Ltd
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16.00 | Afternoon refreshments
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16.30 | Building a world class global supply chain that can deliver high quality and cost effective service support to Cisco’s global customer base
- Achieving successful system integration for consistent global delivery of remote and onsite support
- Stressing the importance of relationships with Cisco’s ecosystem of service partners for effective partnership
- Leveraging on local knowledge in a global environment to achieve successful supply chain operations
- Focusing on process excellence to enhance Cisco’s “dynamic sparing” capability
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| | Mr Colin Soh Thian Soon, Director of Service Supply Chain Delivery Function, Cisco Technical Services, Asia Pacific
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| CHEMICALS & OIL & GAS |
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17.00 | The Reliance experience: Creating a best fit supply chain for downstream petroleum for its retail petroleum marketing venture in India
- Leveraging on long haulages by road to maximise vehicle utilisation and minimise freight outgo and eliminate redundant secondary storages
- Establishing Reliance as a "Q&Q" company by using a "Centralised Real Time Monitoring" system monitor all critical parameters through Reliance’s Petroleum National Operations Centre (PNOC)
- Implementing a calibrated "Slab Rate Freight System" to enable higher vehicle utilisation levels, higher revenues and costs reduction
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| | Mr M Prabakaran, Senior Vice President (S&B), Reliance Industries Limited, Petroleum Business Division
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17.30 | Leveraging on Lanxess’ best-in-bred practices on how to resolve the common challenges faced when sourcing from and within India
- Streamlining the supply chain and customer service operations to improve communication across the entire network
- Striking a balance between creating a flexible supply chain and the costs incurred for ensuring agility
- Ensuring effective demand planning and forecasting with business continuity planning in mind
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| | Mr Avinash Parihar, Head of Strategic Sourcing & Procurement, LANXESS India Private Limited
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18.00 | Close of conference
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Anwarul Hoda
Tim Carroll
Vineet Khanna
Anshuman Singh
Vinay Shroff
Ratika Bhargava
Govind GM
D P Singh
Sudhir Goel 
K K Kaul 
M Prabakaran 
