08.30-10.00

Registration

09.00-09.45

Breakfast Briefing: Investor Perspective on Creating Value through Supply Chain Transformation

10.00-10.30

Keynote: Balancing Multiple Strategic Objectives in Supply Chain

Although it's never been simple, setting corporate strategies in supply chain businesses arguably had fewer moving parts and more underlying assumptions that could be relied upon: maximise revenues, source from lowest cost suppliers with a lean operating model.

These days, those assumptions don't necessarily always hold and there are other strategic objectives like resilience and sustainability that must be integrated into the mix. As well as being expressed in financial terms and goals, the strategy needs to be operationally robust with end-to-end clarity about metrics and performance to ensure effective execution.

Our opening keynote will explore how supply chains are managing this complexity and using strategy as a pole star to drive short-term and longer-term improvement initiatives. 

11.15-11.45

One-to-one Meetings, Break & Networking

11.45-12.15

Why Cost-to-Serve is Critical to Executing Strategy

• How, without correct configuration & accurate parameters, even the most advanced planning processes and platforms can create more confusion, reduce service levels, increase costs and erode execution of the corporate strategy;
• Why cost-to-serve is usually opaque and leads to misallocation of resources;
• How your network configuration bakes in cost profiles for each individual SKU;
• How simulating your network and cost-to-serve implications offer a solid basis for strategy setting and adherence through to execution.

13.00-14.00

One-to-one Meetings, Lunch & Networking

14.00-14.30

Case Study: Morrisons' Control Tower

• Rachel Sellers recently led a project to develop and implement a new control tower system at Morrisons. This case study will cover:
  • Unification of Systems: consolidating 17 different systems into a single platform, fostering a more holistic view of the supply chain;
  • Attribute-based Forecasting: redefining product groups and families by attributes which better represented their demand profiles;
  • Data-Driven Decision Making: testing and refining planning parameters to influence stockholding by location, waste reduction and availability;
  • Inbound Ordering: supporting inbound ordering, improving efficiency and reducing costs;
  • Continuous Improvement: Rachel's team is constantly refining the system's capabilities and exploring new use cases including...
       - scenario modelling
       - advanced analytics such as the complex relationships between products and the implications for demand forecasts

15.15-15.45

One-to-one Meetings, Break & Networking

15.45-16.15

Humans and Machines: Up-skilling teams and harnessing ai at colgate-palmolive

There is often more heat than light when it comes to using artificial intelligence within supply chain and it's often perceived as a human vs. machines face-off. However, in reality, supply chain businesses will need to harness AI to stay competitive and they'll need a human workforce which is able to explore efficiency opportunities by augmenting their skills and roles. This session will explore how to assess, develop and retain those skills as the future of work evolves, particularly in planning where a lot of AI initiatives are focused.

16.15-16.30

Closing Remarks

16.30-18.00

Drinks & networking