Final Program - Omtec

Final ProgramAddresses, Educational Sessions/WorkshopsAttendees will receive these tools to put to immediate use:• y A checklist of the forecasting dimensions,documenting worst-in-class and best-in-classpractice.• y A case study of a large manufacturing company andits approach to demand forecasting and demand/supply integration.• y A set of arguments to present to senior executives asto why forecasting process improvement should be acorporate imperative.BIO: Dr. Mark A. Moon is an Associate Professor of Marketingat the University of Tennessee, Knoxville. Prior to joining theuniversity faculty in 1993, Dr. Moon earned his Doctor ofPhilosophy from the University of North Carolina at ChapelHill. He also earned his Bachelor of Arts (BA) and Master ofBusiness Administration (MBA) degrees from the Universityof Michigan in Ann Arbor. Dr. Moon’s professional experienceincludes positions in sales and marketing with IBM andXerox. He teaches at the undergraduate, MBA and ExecutiveMBA levels, and addresses Demand Planning, Forecastingand Marketing Strategy in numerous Executive Programsoffered at the University of Tennessee’s Center for ExecutiveEducation. Dr. Moon’s primary research interests lie in Salesand Operations Planning (S&OP), demand management, salesforecasting and buyer/seller relationships. He is the author,along with Dr. John T. (Tom) Mentzer of Sales ForecastingManagement: A Demand Management Approach. Mark hasconsulted with numerous companies including, Cooper Tire,Lockheed-Martin, Nissan North America, Johnson & Johnsonand Winn-Dixie. Dr. Moon has also delivered custom executiveprograms to a variety of companies, including Honeywell,Sony, Union-Pacific Railroad and Corning.Workshop: Supply Management Issues: IntegratingStrategic and Tactical ActivitiesRussell Morey, Ph.D.President, Morey and AssociatesThursday, June 179:30 a.m. – 12:00 p.m.This presentation will identify the importance of integratingstrategic and tactical professionals in managing the supplychain. Organizations need to support this effort in order toproject a common image to maximize supplier performance. Alltoo often, corporations ask people to be strategic and yet expectthe same individuals to be involved in day-to-day tactical issues.We will address these specific points:• y Think globally and manage locally• y Major strategic and tactical activities• y Recognizing and meeting major supplier needs• y Training to be consistent — strategically and tacticallyAttendees will receive these tools to put to immediate use:• y Useful elements of supply management leadership• y How to respond to supplier questions• y Websites for the Strategic Supply Managementprofessional• y Tactical indicators of a financially troubled supplierBIO: Dr. Russell Morey is Professor Emeritus of Supply ChainManagement at Western Illinois University. He received hisDoctor of Philosophy from the University of Nebraska in 1973,his C.P.M. in 1976 and has had a 44-year career in business andhigher education.Dr. Morey is currently the President of Morey and Associatesand has conducted training programs for more than 35 Fortune500 corporations in Brazil, Canada, China, England, Germany,Mexico and the United States.He has published numerous articles and cases, and has givenpresentations at various regional, national, and internationalconferences. Dr. Morey has received more than 100 awards andcertificates of achievement for his contributions to educationand supply management purchasing and has been listed innumerous Who’s Who publications throughout his career.He specializes in cost negotiations and professional certificationtraining and has served on numerous local, regional andnational professional committees throughout his career.Workshop: A Supply Chain Manager’s Guide toStrategic Purchasing or, How to Be On Top ofThings Instead of Having Things On Top of YouRebecca A. MorganPresident, Fulcrum ConsultingWorks, Inc.Wednesday, June 161:30 p.m. – 4:00 p.m.This interactive workshop will address the role of strategyin effective procurement, internal and external factors thatimpact success, techniques, tools, metrics and other relatedconsiderations.I will address these specific points:• y The relationship of business, operations andprocurement strategy• y Supplier relationships• y What others are doing to increase the effectiveness ofprocurement• y Making process changes workAttendees will receive these tools to put to immediate use:• y Evaluation and improvement of current metricsPage 222010