When outsourcing, are you really sure about what you have outsourced? Did you really want your production partner to become the main interface with your suppliers and customers? Sometimes supply chain becomes a secondhand topic in the world of production outsourcing, but in the highly competitive telecoms business, your company’s supply chain capabilities are rapidly becoming the major differentiator between you and your competitors. By ensuring control over your supply chain, both inbound and outbound, you can actively use it to improve your supplier and customer relations.

• The Sony Ericsson end-to-end supply chain: Redefining the interface with production partners to ensure process ownership and supply chain execution
• Collaborating with our partners to ensure high level supply chain quality
• Sustainability: How supply chain efficiency can make your company greener

Dave will be discussing 3 key manufacturing trends that have influenced solutions delivery for supply chain organisations that utilise IT systems in
optimising their operations.

• What are the industry forces transforming global supply chains today and the impact within the Asian market
• The demand to be consumer-centric: Ensuring dynamic forecasts to address the needs of the market
• Lean and agile supply chains: How cycle time reductions can be achieved through integrated business processes
• Reaping greater profitability from your supply chains through a formal S&OP process 

Dave Herridge, Senior Director,  Supply Chain Solutions Group, Asia Pacific, JDA Software
 

• The McDonald’s supply chain in India: Navigating a complex consumer market
• Achieving our standards of food quality and safety: Engaging stakeholder collaborating throughout our entire value chain
• Supplier relationship management and our guiding principles on supplier partnering

• Unlocking supplier values: The supplier performance measurement  to supplier relationship management
• Optimising supplier engagement and internal resources and understanding the internal challenges
• Creating real value: Where and how we are the "Customer of Choice"?
• Encouraging innovation and balancing risks

Value creation is the key goal of any enterprise, and is often measured through shareholders’ dividend flow during the lifetime of a share and the expected sale value. In the supply chain domain, this translated into two things - the first on how competitively costs are managed (not necessarily the least cost) and how assets are managed optimally.
 

• Margin enhancement through cost optimisation and waste reduction
• Managing the extended value chain: Challenging the "holy cows"
• Optimal use of assets - Working capital and fixed
• Use of decision tools that allow a range of analysis

The 21st century brings globalisation to a new level of speed, transparency and flexibility.  No region has contributed more to this revolution in productivity than the Asia Pacific.  This session will explore cutting edge trends in global supply chain management with a special focus on how Asian companies are leading the way.

• What does it take to have demand-driven supply chains
• Studying the impact of demand-driven supply chains on overall financial and operational performance
• Measuring demand-driven-ness in supply chains: Our metrics and criteria
• Case studies on vital innovation in Asia’s cutting-edge electronics and consumer products industries  

Deepak will share how Frito-Lay approaches the forecasting process using IT systems as well as market research. The forecasting process is then supported S&OP processes which encourage collaboration in the supply chain organisation in order to achieve the best results.

• Taking forecasting to the field: A bottom up approach
• High technology enabled forecasting: The top down approach
• Collaboration: Utilising S&OP processes 
• Results: Final forecast and accuracy measurement

Maximising the cost-efficiency of your high-tech supply chain operations can yield significant competitive advantages during a global crunch. In this session, learn about the strategies that you can deploy to streamline your operations and how you can collaborate effectively with your 3PL to maximise your gains.
 

• Leveraging on TNT’s global network expertise to overcome your unique challenges
• A case study on outsourcing partnerships: Finding out what works best  for your context
• Measuring overall supply chain productivity: What results can you reap with these strategic solutions?

Tony’s 5 years with LG Electronics in Australia have seen the transformation of the brand into one of the leading premium electronic companies in the market. The growth associated with this re-positioning is 25 – 30% year on year. Tony remodeled LG Australia’s supply chain organisation in order to support the growth reflected after conducting a careful survey of the industry context.
 

• Network optimisation, ensuring that your network strategy is best option
• Ensure all facets of the supply chain provide the optimum, direct, cost-effective service to your customer base
• Optimisation of demand management to ensure stability in inventory management
• Measure and review each part of the supply chain with the aim of continual improvement
• Search for innovation and more cost effective outcomes

• Issues on market conditions
• Advantages and disadvantages that Nokia India's operations face
• Scope of development
• Challenges in completing the cost optimisation programme

• Material network flow design and global integration
• Collaboration with 3PLs to support growth early in the design stage
• Implementation of Dow's asset-light focus for its supply chains
• Using innovative breakthrough supply chain methodologies to design supply chain assets traditionally executed through the capital project team

Given the scale of DuPont’s logistics operations, reaching a high level of optimisation to attain cost efficiencies is highly critical. In this case study, Danny introduces the models they use in logistics optimisation and how they have achieved integration with supply chain processes.
 

• Role of logistics in DuPont’s supply chain
• Logistics execution model - Modal strategies
• Best practices in logistics optimisation
• Building complete logistics integration with the supply chain

Danny Ho, Regional Optimisation Leader, Asia Pacific, DuPont

The principles of lean, affordability and agility become even more important when serving low income markets. Find out how FMCG leader Procter & Gamble is able to design supply chains that are able to maximise revenue opportunities in low income markets and be surprised by the results they have achieved just by targeting specifically the unique needs of this market segment.

• Designing supply networks for affordability
• Best practice operating strategies to keep in mind for low income market supply chains
• 360 degree innovation: Committing to a comprehensive review of our supply chain model to further its development and reach
• Understanding the factors that can speed up our supply chain agility

Mahindra Renault is a joint venture formed in 2005 with a production capacity of 50,000 cars to market Logan in India. In its first year of sales, Logan has received 6 awards. The Logan is manufactured across 7 countries globally, requiring real-time visibility on manufacturing processes to synchronise inventory planning and management.

• Introducing India’s #1 mid-size sedan, the Logan and how it’s been innovated for the Indian market
• Understanding Mahindra Renault’s end-to-end logistics operations from scheduling, documentation, supplies, physical flows, customs clearance to finished shipments
• Utilising IT to overcome global supply chain challenges and to manage inventories
• Our green and lean supply chain: How we’ve leverage on logistics operation for Logan to aid in conservation efforts for natural resources

• The 3Rs: Right part, right time, right place principle
• Logistics benchmarking by customer expectations
• Managing the lifecycle of a “spare part”
• Ownership experience driving the change
   

In designing lean and agile supply chains, there comes a strategic decision to make where processes can be kept in-house or outsourced in order to achieve maximum cost-effectiveness and efficiency. In this session, understand the decision-making framework behind Sanofi-Aventis supply chain outsourcing and how they collaborate with their suppliers to achieve the best results.

• In or out: Deciding what activities to outsource
• Building supplier relationships – Defining what kind of relationship works best for you
• Alignment – Defining objectives and ways of working with your suppliers