Almost two-thirds (63%) of respondents to a new survey from Deloitte identified risk in the extended value chain – comprising vendors and customers and where they have less control – as their greatest concern with regards to supply chain risk. The survey of 600 global executives from manufacturing and retail companies, also found that over [...]
Almost two-thirds (63%) of respondents to a new survey from Deloitte identified risk in the extended value chain – comprising vendors and customers and where they have less control – as their greatest concern with regards to supply chain risk.
The survey of 600 global executives from manufacturing and retail companies, also found that over half (53%) said that supply chain disruptions have become more costly over the last three years.
As they operate in an environment of escalating risk, 45% of surveyed executives say their supply chain risk management programmes are only somewhat effective or not effective at all.
“Supply chains are increasingly complex and their interlinked, global nature makes them vulnerable to a range of risks,” said Colm McDonnell, partner at Deloitte Ireland.
“A recent good example of the threat of risk from the extended chain has been those businesses which have been impacted by the identification of equine DNA in food products. It is the increased complexity in addition to the growing number of potential risks which present a precarious situation for companies without solid risk management programmes in place. Quite simply, the importance of adequate risk management programmes has never been greater.”
Executives surveyed recognise the strategic importance of supply chain risk, with 71% responding that supply chain risk is an important factor in their strategic decision-making.
Nearly two-thirds (64%) claim to have in place a risk management programme specific to the supply chain. However, only 55% of surveyed executives think their risk management programmes are extremely or very effective.
According to Deloitte the four important attributes that are critical to supply chain resilience are visibility, flexibility, collaboration and control.
Click here to download a copy of the 2013 Global Supply Chain Risk survey report.
Source: Deloitte Global Services Limited
Supply management organizations are moving from a low-cost-country strategy to a best sourcing plan that focuses on value, total cost of ownership and a changing world. Years ago, supply management professionals turned to low-cost countries to manufacture products, establish services operations and source materials in an effort to improve the bottom line for their companies. [...]
Supply management organizations are moving from a low-cost-country strategy to a best sourcing plan that focuses on value, total cost of ownership and a changing world.
Years ago, supply management professionals turned to low-cost countries to manufacture products, establish services operations and source materials in an effort to improve the bottom line for their companies. They found that inexpensive labor in India, China and emerging Asian countries made this new low-cost-country strategy successful — despite requiring the management of lengthy, complex supply chains.
Then the world began to change. Energy prices skyrocketed, risks from unforeseen natural disasters and political upheavals soared, and intellectual property protection posed greater challenges than first thought. Suddenly the quest for cheap labor was not always translating into cost savings.
Supply management professionals agree that a low-cost-country sourcing strategy has lost some of its luster. While low labor costs and prices will always be part of a sourcing strategy, they no longer are the centerpiece. Today’s best-practice supply management leaders are developing sourcing strategies built on a foundation of value creation, total cost of ownership (TCO), landed cost analysis and risk management. Many call it a best-sourcing strategy.
Click here to read the complete article.
Source: Institute for Supply Management | Author: Mary Siegfried
Originally published in March 2013, Inside Supply Management® Vol. 24, No. 2, page 26
New Study from The Hackett Group: Manufacturers Abandoning Outsourcing To Drive Down Costs, Shifting Focus to Internal Operations, Supply Chains US manufacturers are targeting an aggressive 1.5 percent reduction in cost of goods sold (COGS) for 2013 in an effort to drive margin growth, according to a new study from The Hackett Group, Inc. With [...]
New Study from The Hackett Group: Manufacturers Abandoning Outsourcing To Drive Down Costs, Shifting Focus to Internal Operations, Supply Chains
US manufacturers are targeting an aggressive 1.5 percent reduction in cost of goods sold (COGS) for 2013 in an effort to drive margin growth, according to a new study from The Hackett Group, Inc.
With GDP growth stabilizing in major regions of the world, manufacturers are expecting reduced sales forecast uncertainty, enabling them to plan supply requirements and manufacturing capacity with far greater confidence, the study found. The Hackett Group’s research showed that companies are taking advantage of this stability by looking inward for cost reduction opportunities and other improvements: companies are turning to strategic sourcing, improving their operations, and optimizing their supply chain networks.
According to the research, the focus for 2013 cost improvements will continue to move away from outsourcing and towards internal manufacturing productivity, which is expected to contribute nearly 50 percent of the overall improvement. The Hackett Group found that while companies aggressively used outsourced manufacturing to reduce costs through 2011, starting in 2012 companies shifted away from this strategy, and expect to be much less reliant on outsourcing for savings in 2013 as well.
Last year The Hackett Group issued research showing that the tide has begun to turn on the flow of manufacturing jobs from the U.S. to China and other low-cost countries. The research found that some companies are already reshoring a portion of their manufacturing capacity, and this trend is expected to reach a crucial tipping point by 2015, as the total landed cost gap between the two nations continues to shrink, driven in part by rising wage inflation in China and continued productivity improvements in the U.S. The new study’s findings indicate that manufacturers are indeed shifting focus of improvement initiatives away from offshoring and outsourcing.
“Over the past few years major companies have outsourced the large majority of the activities that can be managed by third parties, to take advantage of low-cost locations,” said Dave Sievers, a Principal and the Practice Leader of The Hackett Group’s Strategy & Operations Practice. “But in many cases the labor cost gap is shrinking, making on-shore and near-shore manufacturing much more attractive. At the same time, new opportunities for cost reduction are emerging, including internal optimization, materials cost cuts, and reduced energy prices. For 2013, companies are clearly focusing on building the skills and infrastructure they need to take advantage of these trending opportunity areas.”
More details on the research findings are available on a complimentary basis, with registration by clicking here.
Business as usual is no longer good enough to stay competitive. Today’s procurement organizations must deliver value immediately, offset risk and develop game changing strategies on their journey to procurement excellence. By buying smarter, today’s leading CPOs are delivering sustainable savings of up to 8% of revenue. Download the white paper Journey to Procurement Excellence [...]
Business as usual is no longer good enough to stay competitive. Today’s procurement organizations must deliver value immediately, offset risk and develop game changing strategies on their journey to procurement excellence.
By buying smarter, today’s leading CPOs are delivering sustainable savings of up to 8% of revenue. Download the white paper Journey to Procurement Excellence and learn how best in class procurement organizations:
• Reduce costs
• Maximize Working Capital
• Manage Market Volatility
• Mitigate Risk
Are you ready to buy smarter?
Click here to download the IBM white paper.
Supply chain managers monitor shipments around the globe, which brings added complexity of moving goods across international borders. Yet many companies today are still managing this process manually. Amber Road’s eBook, “Three Common Global Supply Chain Issues that Affect Your Bottom Line,” can help you highlight ways you may be losing money without an automated [...]
Supply chain managers monitor shipments around the globe, which brings added complexity of moving goods across international borders. Yet many companies today are still managing this process manually.
Amber Road’s eBook, “Three Common Global Supply Chain Issues that Affect Your Bottom Line,” can help you highlight ways you may be losing money without an automated process in place, such as:
- Over-reliance on expedited shipping
- Incurring demurrage and detention fines
- Poor communication with trading partners
Find out how you can relieve these common supply chain pains – download the eBook today!
Do you have what it takes to act on new possibilities in evolving your supply chain forward? It is a brave new world in supply chain management (SCM). Traditional definitions and processes are now viewed in a new light. For example, storage and delivery networks—historically (and often times erroneously) viewed as cost centers—are now viewed [...]
Do you have what it takes to act on new possibilities in evolving your supply chain forward?
It is a brave new world in supply chain management (SCM). Traditional definitions and processes are now viewed in a new light. For example, storage and delivery networks—historically (and often times erroneously) viewed as cost centers—are now viewed as strategic assets to fuel differentiation and drive growth. Manufacturing plants are increasingly being reshored. That means, in the global flow of goods, the point of production is moving closer to the point of co
nsumption both geographically and logically. Consumers continue to embrace multi-channel shopping and buying. All of these changes bring positive opportunities for any operations or supply chain manager.
Of course, with new opportunities come new challenges. In order to fully capitalize on these opportunities, supply chain managers must explore new strategies, increasingly powered by automation and mechanization. Success will require first utilizing the imagination required to re-engineer operations; and then moving forward with the confidence to realize that vision by utilizing the full set of technologies and tools now available.
New environment, demands and opportunities
We witnessed change incrementally for some time now, with technology evolving to meet new needs. Recently, however, this technology evolution became more rapid. The ability to know with precision the location, identity and condition of assets and materials in the supply chain in real time creates new opportunities for speedy, agile and efficient operations. This new capability has been called pervasive or extreme real time. And when properly leveraged, it can be transformative in any significant supply chain operation.
In this new environment, everything operates in real time. Data flows upstream and downstream from the storefront to the warehouse and back into the supply chain. Accuracy is at a premium—protecting both business profitability and the end-user experience. Replenishing the store can now happen as frequently as necessary with the right line items in whatever quantities are actually required.
Manufacturing facilities can better track assets and forecast deliveries with greater accuracy. The warehouse and distribution system can now be as simple or sophisticated as required; and can be adjusted with greater ability to respond to market demands or segmented and customized for a particular set of goods. Fulfillment is no longer a perfunctory task—it is the core of business strategy.
Click here to read the complete article.
Source: Mark Wheeler | Supply Demand Executive
In many companies, managers and employees in the warehouse, logistics, and distribution teams as well as other business groups accomplish the impossible every day. In the absence of efficient, centralized systems and processes, they meet customer commitments, support growing numbers of orders and spiking workloads, moving goods in and out as quickly and accurately as [...]
In many companies, managers and employees in the warehouse, logistics, and distribution teams as well as other business groups accomplish the impossible every day. In the absence of efficient, centralized systems and processes, they meet customer commitments, support growing numbers of orders and spiking workloads, moving goods in and out as quickly and accurately as they can. Executives try to take a strategic view in setting directions, often hampered by difficulties in accessing meaningful, up-to-date information to help them make the right decisions. Too often, obsolete, paper-based processes make it hard for workers to keep up with picking, packing, shipping, and goods-moving tasks. Mistakes and inaccuracies multiply the busier it gets, exposing the fulfillment of customer-service commitments to risk.
When a company wants to add a significant business activity, such as adding a new retail channel, these challenges are magnified, and managers handle too many escalations and problems. Innovative companies newly envision how they manage changes in their supply chain and business operations. They replace multiple, disconnected systems with a unified, simplified infrastructure that makes current, reliable business information available to all stakeholders. That same infrastructure also makes it possible to manage the great number of supply chain tasks for best impact on customer relationships.
Click here to download the free white paper from Columbus SCS.
Communication from the Commission to the European Parliament, the Council and the European Economic and Social Committee The EU relies heavily on international trade for its economic development and is exposed to security and safety threats that come with this trade. Illicit international trade also undermines economic and social welfare in the EU. Effective risk [...]
Communication from the Commission to the European Parliament, the Council and the European Economic and Social Committee
The EU relies heavily on international trade for its economic development and is exposed to security and safety threats that come with this trade. Illicit international trade also undermines economic and social welfare in the EU. Effective risk management of the movement of goods through the international supply chain is critical for security and safety and essential to facilitating legitimate trade and protecting the financial and economic interest of the EU and its Member States.
Since ‘9/11’ and other terrorist attacks in Europe and elsewhere, security has become a top priority for European customs. The security of the EU, of the Member States and of citizens depends on each and every single point of entry of goods into the EU. If customs failed to act to tackle risks consistently along the EU’s external borders, the customs union and the EU single market would become unsustainable.
Customs policy is an EU competence: the Member States follow a common approach. The EU has the responsibility of supervising the Union’s international trade and upholding minimum standards of customs risk management and controls. Like many other jurisdictions and in line with international standards, the EU has a common policy framework intended to address risks and accelerate legitimate trade. In addition to adopting the relevant legislation, the customs administrations throughout the EU have taken action to overhaul control procedures, techniques and resources.
The purpose of this Communication is to:
- review the implementation of customs risk management policy;
- put forward a strategic approach for the years ahead;
- make recommendations for action with a focus on efficient deployment of resources.
Click here to download the document.
New Modules and Enhanced Functionality Help Shippers and Logistics Services Providers Optimize Transportation and Trade Management Further extending its commitment to innovation and market leadership in logistics management, Oracle today announced the availability of new releases of Oracle Transportation Management and Oracle Global Trade Management. With Oracle Transportation Management 6.3 and Oracle Global Trade Management [...]
New Modules and Enhanced Functionality Help Shippers and Logistics Services Providers Optimize Transportation and Trade Management
Further extending its commitment to innovation and market leadership in logistics management, Oracle today announced the availability of new releases of Oracle Transportation Management and Oracle Global Trade Management.
With Oracle Transportation Management 6.3 and Oracle Global Trade Management 6.3, Oracle is introducing a broad set of market driven enhancements and new products that extend support for global transportation and trade compliance and customs processes.
The new releases include innovative new transportation and global trade management capabilities including enhanced fleet management, transportation sourcing, transportation business intelligence, transportation planning, rail transportation, workflow and event management, freight payment, billing and claims, document management and customs management.
Leveraging two specialized mobile applications, the new release of Oracle Transportation Management also supports key business processes such as the freight tender process, order/shipment visibility, event management and access to transportation business intelligence on mobile devices.
By delivering a comprehensive transportation and global trade management functionality on a single, unified platform, the new releases help customers support business growth and market expansion by reducing transportation costs, increasing operational efficiency, improving customer service, decreasing supply chain lead times and mitigating supply chain/trade compliance risk.
With the new capabilities, customers can leverage Oracle Transportation Management 6.3 and Oracle Global Trade Management 6.3 to manage the most critical transportation and trade management requirements on an enterprise-wide, global level.
Click here to read the complete article.
Source: Oracle Corporation
The benefits of a supply chain that operates like a well-oiled machine are clear: It means lower costs, shorter lead times, and happier customers. But as supply chains become more and more complex, the machine has more moving parts that can break down – with disastrous results for your business. Read this guide to supply [...]
The benefits of a supply chain that operates like a well-oiled machine are clear: It means lower costs, shorter lead times, and happier customers. But as supply chains become more and more complex, the machine has more moving parts that can break down – with disastrous results for your business.
Read this guide to supply chain best practices, and learn the three rules you need to implement in order to deliver the kind of order fulfillment that leads to customer fulfillment. Plus, discover the innovative solutions from IBM that can help you build a smarter supply chain and achieve the perfect order, every time.
You will learn:
• How to “connect the dots” across your supply chain to achieve a globally integrated enterprise
• New ways to create an intelligent and adaptive supply chain that optimizes every customer experience reduces costs and delivers a higher ROI
• How to deliver customer fulfillment experiences that give you a competitive advantage while making your business more profitable
Click here to download Best Practices for Supply Chain Management: Less Risk, More Value.
The top investment focus for over 75% of discrete manufacturing companies is the move to Global Trade Management platforms or solutions that integrate data sharing and workflows with internal users and a myriad of countries, suppliers, carriers, and trading partners. This Sector Insight focuses on the key process and technology differentiators identified as supply chain [...]
The top investment focus for over 75% of discrete manufacturing companies is the move to Global Trade Management platforms or solutions that integrate data sharing and workflows with internal users and a myriad of countries, suppliers, carriers, and trading partners. This Sector Insight focuses on the key process and technology differentiators identified as supply chain executive priorities and used within the discrete industry segment to improve Global Trade Management processes and product flow across an increasingly more global, multi-tier, and complex network.
Discover how Best-in-Class companies:
• Insure Alignment with Trade Regulation
• Boost Corporate Performance with Analytics
• Increase Speed to Market
Click here to download the research paper.
Source: Aberdeen Group
A guide has been published by Sourcing Journal Online and TradeCard to help supply chain executives in the apparel industry take advantage of sourcing locales in the Latin America as they pursue strategic initiatives requiring faster turnaround and more reliable delivery of goods. “We see strong growth in the Americas in the next three years [...]
A guide has been published by Sourcing Journal Online and TradeCard to help supply chain executives in the apparel industry take advantage of sourcing locales in the Latin America as they pursue strategic initiatives requiring faster turnaround and more reliable delivery of goods.
“We see strong growth in the Americas in the next three years as the global economy bounces back. Latin America is fast becoming a major sourcing destination for savvy brands and retailers based in the U.S. and Canada,” said Patrick Lamson-Hall, managing editor of Sourcing Journal Online.
From 2009 to 2011, total volume of apparel, footwear and household goods sourced to the United States from Latin America grew by 17 percent, while volume from China has stagnated and begun to fall in some categories.
“Brands and retailers are taking a holistic approach to sourcing and leveraging different regions to counter rising pressures from consumers, costs and trade regulations,” said Ted Barba, vice president of business development for TradeCard in the Americas. “The quality of goods in the Americas, and the infrastructure to deliver these goods, has drastically improved in recent years.
However, each country poses a series of opportunities and risks. It’s important to do your homework and have a clear understanding of how Latin America fits into your business strategy before making a major investment.”
Click here to download the white paper, Sourcing in Latin America: Strategies.
Source: Tradecard.com
The U.S. and Taiwan have signed an agreement under which they will recognize each other’s supply chain security programs. This is the seventh such mutual recognition arrangement the U.S. has signed, following partnerships with New Zealand, Canada, Jordan, Japan, Korea and the European Union. These agreements are designed to provide faster customs clearance for companies [...]
The U.S. and Taiwan have signed an agreement under which they will recognize each other’s supply chain security programs. This is the seventh such mutual recognition arrangement the U.S. has signed, following partnerships with New Zealand, Canada, Jordan, Japan, Korea and the European Union. These agreements are designed to provide faster customs clearance for companies that comply with specified practices.
A press release from U.S. Customs and Border Protection states that under this MRA the U.S. and Taiwan have agreed to mutual standards in Taiwan’s AEO program, which reportedly has more than 500 members, and C-TPAT, whose membership exceeds 10,000 companies. The arrangement also recognizes the compatibility between the two programs and acknowledges that each side will accept the security status of members of the other program.
Source: STR Trade Report
CBP’s ISA program offers an alternative to the FA path for those importers who are ready for “self-governance.” Learn from CBP’s ISA program chief and industry representatives why it has gained momentum, as well as what is required to become an ISA program participant. Representatives from CBP and private industry experts will explain and discuss ISA [...]
CBP’s ISA program offers an alternative to the FA path for those importers who are ready for “self-governance.” Learn from CBP’s ISA program chief and industry representatives why it has gained momentum, as well as what is required to become an ISA program participant. Representatives from CBP and private industry experts will explain and discuss ISA requirements and illuminate the business and supply chain benefits to signing up for this growing government-industry partnership program.
Date: Tuesday, October 23, 2012 2pm – 3:30pm EST | Duration: 90 minutes
Speakers:
Office of International Trade, U.S. Customs and Border Protection — Cynthia Covell, Executive Director, Regulatory Audit; Mel Moreland, Field Director – Atlanta, Regulatory Audit; and Florence Constant, Chief, Partnership Programs Branch. The Hershey Co. — Erika Faulkenberry, Customs and Trade Compliance Manager. Pisani & Roll LLP — Robert J. Pisani, Partner
Moderator: Dana L. Brundage, Managing Editor, Digital Media, The Journal of Commerce.
Click here for more information or to register for this webcast.
Traditional supply chain planning (SCP) tools have been around for many years and are among the most adopted SCM technologies. However, we are reaching a tipping point where the complexity of supply chains is defeating SCP tools in the battle to come up with an overall optimized plan. To provide the right type of capability [...]
Traditional supply chain planning (SCP) tools have been around for many years and are among the most adopted SCM technologies. However, we are reaching a tipping point where the complexity of supply chains is defeating SCP tools in the battle to come up with an overall optimized plan.
To provide the right type of capability for supply chains today and in the future, the way we think about supply planning has to change, as do the tools that support planning.
As supply chains become more global, the planning models become larger and more complex, with increasing connections between the different nodes where resources and facilities are shared across a more expansive supply chain. This is a symptom of supply chains moving from being local to regional to global in nature. As the planning models become larger, some SCP tools struggle, due to scalability and performance issues, to plan and optimize these larger models, leaving islands of planning in situ with local optimums, but a suboptimized overall plan. This potentially leaves companies having to cope with fragmented data, process and analytical models across a supply chain. As supply chains migrate from local to regional to global, there will be a lack of planning visibility and integration across the supply chain, unless there is a planning system that can unify the plans across the complete internal supply chain. This lack of visibility inhibits the trade-off exercises needed to find a profitable balance point.
Read the complete white paper by clicking here.
Source: Gartner Inc.
This webinar provides information on trade, supply chain management and exporting when doing business in China. This event is available on-demand until May 3, 2013. Representing nearly one-fifth of the world’s total population, combined with a growing economy and now less restrictions on foreign investment regulations, it’s no wonder that China is dominating the business [...]
This webinar provides information on trade, supply chain management and exporting when doing business in China. This event is available on-demand until May 3, 2013.
Representing nearly one-fifth of the world’s total population, combined with a growing economy and now less restrictions on foreign investment regulations, it’s no wonder that China is dominating the business landscape and becoming a priority market for many foreign investors. As new opportunities arise with the increase in globalization, China can be considered one of the most important markets for Canadian companies looking to expand internationally.
I.E. Canada’s 4th Annual CATIE Awards Program is now accepting nominations and applications. This is your opportunity to recognize your personal achievements and those of your colleagues who demonstrate Trade Compliance Leadership. Are you aware of companies that are actively making improvements in compliance programs and should celebrate their Best Practices in Trade Compliance Processes? [...]
I.E. Canada’s 4th Annual CATIE Awards Program is now accepting nominations and applications.
This is your opportunity to recognize your personal achievements and those of your colleagues who demonstrate Trade Compliance Leadership. Are you aware of companies that are actively making improvements in compliance programs and should celebrate their Best Practices in Trade Compliance Processes? Does your company have excellent programs that support the Greening of the Supply Chain? Do you know an I.E. Canada member who qualifies as a candidate for the Beth Travis Memorial Member of the Year Award?
Nomination forms and details of the 2012 CATIE Awards can be found here.
Don’t delay, submit your applications now!
Following a recent meeting of heads of state in Washington, the U.S. and Japan issued a joint statement pledging closer cooperation on ensuring the security of global supply chains. Stating that “there is an urgent need to better address manmade and natural disruptions which could adversely impact our security, economic prosperity, and ways of life” [...]
Following a recent meeting of heads of state in Washington, the U.S. and Japan issued a joint statement pledging closer cooperation on ensuring the security of global supply chains. Stating that “there is an urgent need to better address manmade and natural disruptions which could adversely impact our security, economic prosperity, and ways of life” while also facilitating trade, the two countries said they intend to take the following bilateral actions.
• enhance the trade facilitation benefits provided to members of the Customs-Trade Partnership Against Terrorism and Japan’s authorized economic operator program
• accelerate discussions on an air cargo security mutual recognition arrangement
• coordinate capacity•building in the Asia•Pacific region to strengthen border, port, maritime and aviation security, within existing resources
• support the development and deployment of new technologies to enhance global supply chain security
• pursue joint counterproliferation investigations through relevant law enforcement agencies
• promote dialogue, information exchange and sharing of best practices between public and private sectors
The joint statement also commits the U.S. and Japan to multilateral efforts within the World Customs Organization, the International Civil Aviation Organization, the International Maritime Organization, the Universal Postal Union and the Asia-Pacific Economic Cooperation forum on global supply chain issues, including the following.
• supporting the development and maintenance of risk management guidelines
• assisting in the development of robust global pre•departure information requirements in alignment with the discussions on the WCO SAFE Framework of Standards
• developing common definitions, standards and recommended practices for high-risk air cargo
• actively reporting shipping information and intelligence through the WCO’s Global Shield program and facilitating the expansion of regional participation in this program
• advancing the development of AEO programs consistent with the WCO SAFE Framework of Standards
• guiding the establishment of international standards for trade recovery collaboration and information requirements
Minimizing Exposure to Supplier Failure, Volatile Commodity Prices, and Manufacturing Disruptions How much do you really know about your suppliers? How could your supply chain be impacted by a natural disaster, another recession, or limited inventories? Global supply chains have been brought to their knees in recent years as the result of host of [...]
Minimizing Exposure to Supplier Failure, Volatile Commodity Prices, and Manufacturing Disruptions
How much do you really know about your suppliers? How could your supply chain be impacted by a natural disaster, another recession, or limited inventories?
Global supply chains have been brought to their knees in recent years as the result of host of massively disruptive events including devastating natural disasters, economic crisis, turbulent commodity prices, product recalls, and other unforeseen disruptions. These catastrophic events including Hurricane Irene, the eruption of the Eyjafjallajokull volcano in Iceland, the Japan earthquake and tsunami, and the most recent Thailand flooding have put many suppliers out of business, leaving manufacturers stranded and production lines halted.
Executives are becoming increasingly aware of the risks of doing business on a global scale and are experiencing first-hand the havoc these supply chain disruptions pose to their bottom lines, brand reputation, and stock value.
Join Supply & Demand Chain Executive and IHS Inc. as they share expertise, tools, and best practices in supply chain risk mitigation, and supplier risk scoring. Speakers will discuss why managing risk in the supply chain needs to be a multidimensional approach taking into account:
• Materials risk, knowing where volatile raw material prices are headed
• Electronic Parts risk, ensuring the sustainability and authenticity of the components within your supply chain
• Supplier risk, understanding what potential obstacles your suppliers might face
Global supply chains need this critical information now more than ever. Don’t miss this chance to hear industry experts share actionable advice on leading tools and best practices for supplier risk management.
Date:
Thursday, March 15, 2012
Time:
8:00 am PT | 11:00 am ET | 3:00 pm GMT | 15:00 UTC
Moderator:
Barry Hochfelder – Editor, Supply & Demand Chain Executive
Speakers:
Katherine Lewis – Director of Procurement & Sourcing Solutions, IHS Global Insight
John Mothersole – Principal, Industry Practices Group, IHS Inc.
Starting on April 22, 2012, I.E. Canada – The Association of Canadian Importers and Exporters – and the Canadian Professional Logistics Institute will launch the first of five Joint Executive Leadership Program deliveries leading to professional certification in Supply Chain Logistics & Customs and Trade. Agenda This Joint Executive Program is about strategic leadership. It places participants [...]
Starting on April 22, 2012, I.E. Canada – The Association of Canadian Importers and Exporters – and the Canadian Professional Logistics Institute will launch the first of five Joint Executive Leadership Program deliveries leading to professional certification in Supply Chain Logistics & Customs and Trade.
Agenda
This Joint Executive Program is about strategic leadership. It places participants onto a C-Level competency-based career path to become a leader. The Program will cover:
• Leadership
In-residence at an executive centre where leaders talk to leaders about issues they face in their current role. Tap into shared insights and the collective wisdom of peers.
• Transformation
A six-stage journey on a VisionPath from Discovery to Strategy, through Innovation, Integration and finally Communication. What keeps us awake at night? How do we handle it?
• Global Business
Delivering value, handling complexity, managing risk, balancing customs and trade issues that impact business. How do we sustain successful relations among diverse players, along complex supply chains in global trade environments?
• Recognition
The P.Log [Professional Logistician] and CTP [Customs and Trade Professional] designations are individual statements of trust and credibility, commitments to lifelong learning. You earn the P.Log and CTP as a life choice enhanced by the careers you create for yourself.
• Personal Development
Are you prepared to be part of an internationally mobile workforce which is competent, credible and worthy of worldwide recognition for the globally competitive market?
Invitation
Admission to this Joint Executive Program is open to logistics and international trade practitioners with a minimum of 8 years work experience. To support efforts to build professionalism in the logistics and international trade communities, we also invite individuals on executive development career paths with a minimum of 5 years work experience.
Discounts
Members of both I.E. Canada and the Logistics Institute are entitled to special discounts. These include P.Log professional members of the Logistics Institute, who wish to meet professional maintenance requirements and also earn the CTP designation, and employees of corporate members of each organization, who wish to earn both designations at the same time.
Registration
Participation in this Joint Executive Program is restricted to a maximum of 24. You are invited to select two delivery options that fit your 2012 schedule and indicate the order of preference for your first and second choice. If your first preference is filled by the time your admission into the Program is approved, you will automatically be registered in your second choice.
For more information and to register, please contact Jasmine at the Logistics Institute at 416-363-3005, ext 13, or jgill@loginstitute.ca. A complete outline of the program and registration information can be found here.
