Executive Summit - Supply Chain Council
Executive Summit - Supply Chain Council
Executive Summit - Supply Chain Council
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<strong>Executive</strong> <strong>Summit</strong><br />
Indian Wells, California USA<br />
18-20 September 2012<br />
© 2010 <strong>Supply</strong> <strong>Chain</strong> <strong>Council</strong>. ALL RIGHTS RESERVED. | < filename > | Slide 1 | 1 October 2012
The Next Generation <strong>Executive</strong><br />
Challenges on the Path to <strong>Supply</strong> <strong>Chain</strong> Success<br />
WELCOME!<br />
© 2010 <strong>Supply</strong> <strong>Chain</strong> <strong>Council</strong>. ALL RIGHTS RESERVED. | < filename > | Slide 2 | 1 October 2012
Luncheon Topics<br />
• Pressure<br />
Pressure to make your supply chain "good at everything":<br />
How is your company balancing the "piling on" of demands on<br />
the supply chain (cost, speed, flexibility, working capital,<br />
resiliency, sustainability, ...)<br />
• Evolve<br />
Evolving the supply chain into a strategic asset:<br />
In the minds of your CEO and CFO, how important is the supply<br />
chain in the business strategy How have you seen that<br />
change or evolve over the past 5-10 years What future<br />
changes need to happen for your supply chain to fully realize its<br />
role in your company's strategy What things are you doing to<br />
help that happen<br />
© 2010 <strong>Supply</strong> <strong>Chain</strong> <strong>Council</strong>. ALL RIGHTS RESERVED. | < filename > | Slide 3 | 1 October 2012
Luncheon Topics<br />
• Manage<br />
Managing multiple supply chain "operating models":<br />
Are you developing or operating differentiated supply chain "operating<br />
models" for different segments of your customer base (e.g. high volume/low<br />
cost vs. rapid response/high service) How do you segment your different<br />
supply chain operating models How do you manage the additional<br />
complexity of having differentiated operating models<br />
• Balance<br />
Strategically "balancing" your supply chain footprint:<br />
Given the ever-changing dynamics that impact the "optimal" geographic footprint<br />
for your supply chain (labor costs, logistics costs, energy costs, currency, tax<br />
policy, demand shifts, innovation linkages, etc.), how does your company define<br />
and manage your supply chain structure to respond to trends, but not be<br />
whipsawed by them<br />
© 2010 <strong>Supply</strong> <strong>Chain</strong> <strong>Council</strong>. ALL RIGHTS RESERVED. | < filename > | Slide 4 | 1 October 2012
Thank you to our Sponsors<br />
© 2010 <strong>Supply</strong> <strong>Chain</strong> <strong>Council</strong>. ALL RIGHTS RESERVED. | < filename > | Slide 5 | 1 October 2012
THANK YOU!<br />
© 2010 <strong>Supply</strong> <strong>Chain</strong> <strong>Council</strong>. ALL RIGHTS RESERVED. | < filename > | Slide 6 | 1 October 2012
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