DAY ONE - LUNCH KEYNOTE

Mike Gray, Supply Chain Evangelist, DELL INC

Mike has been with Dell for over 15 years and is considered an expert on Dell’s unique approach to supply chain management. He has been a lead architect for many of the business processes that allow Dell to achieve its unprecedented levels of inventory while maintaining industry-leading customer service. In his current role Mike has been meeting with customer executives and teaching them how Dell’s supply chain works in an effort to help them fundamentally change the way their companies approach this critical business process. Due to his extensive knowledge and passion about the virtues of a well-managed supply chain, he has earned the title ‘evangelist’. Before moving into this role, Mike served as Dell’s Strategic Commodity Manager for processors and memory, Production Control Manager, Senior Manager for Regional Procurement, and Business Lead for major IT implementations.

DAY ONE PRESENTATIONS INCLUDE

Revolution Stream R03-01

Tom Dawes, Managing Director, AEROGISTICS HOLDINGS LTD

Aerogistics Holdings Ltd is a unique group of aerospace companies providing Aerospace Supply Chain Management (Aerogistics Ltd) and Aerospace Metal Finishing (King & Fowler Ltd and King & Fowler Polska). The company has successfully developed a global cluster of multi-commodity manufacturing SMEs that are coordinated by leading-edge e-business systems to provide a world class one-stop-shop service. Regional and national awards won include Best New Business and Most Innovative Business.

Revolution Stream R03-02

Building a Sustainable Lean Supply Chain - Always One in the Oven...

Peter Scott, Manufacturing Change Lead, UNITED BISCUITS

Many people will be familiar with the immortal five principles of lean articulated in the ground-breaking book “Lean Thinking”, namely: - identify value, identify value streams, flow, pull, perfection. Why is it then that most people when they embark on a lean transformation dive straight into tools and techniques i.e. perfection, without considering the prior four steps in the journey? Many people have taken the tools andtechniques route and some of them will now be thinking “what’s next?” or worse “we’ve put a lot of effortinto lean and the results aren’t hitting the bottom line fast enough to keep pace with our competition”.

This presentation describes the use of steps one and two to build the foundations of a truly leanorganisation which stands the test of time. This approach builds future potential into organisations whilst the tools and techniques approach delivers short-term gains which are often short lived. The presentation will cover:

• How to identify value in the eyes of the customer
• How to analyse existing value streams and uncover waste
• How to align the whole organisation around customer defined value streams
• Why this approach delivers more than a tools and techniques approach to implementation
• Some of the issues and difficulties of taking this approach

Revolution Stream R03-03

How to develop the right Supply Chain strategy:

Mark Parker, Supply Chain Group Project Manager, UNISON ENGINE COMPONENTS

Improvements in supplier delivery performance can have significant, positive effects on the bottom line, and will be mutually beneficial to both supplier & customer. This aerospace case study gives simple and practical advice on how to develop the right strategy, and shows how the subsequent activity can result in improvements that anyone can apply to their supply chain. The presentation will include steps on how to improve the impact you can have with your suppliers and how to improve the information flow through the supply chain.

Revolution Stream R03-04

Interfacing Supply Chain and KANBAN using ERP

Tom Forbes, Associate Practitioner, THE MANUFACTURING INSTITUTE

How do you interface KANBAN systems with today’s complex global supply chains? Using a range ofpractical case studies from GEC to Black and Decker, Tom will outline various case studies of Total SupplyChain Solutions which will highlight in KANBAN systems and how they interface with ERP & MRP Systems.Tom’s long career started as a mechanical engineer via an indentured apprenticeship with Renold Ltd. Tomhas held senior manufacturing and engineering posts with Ingersol Rand, GEC and APV Baker.

DAY THREE PRESENTATIONS INCLUDE

Revolution Stream R03-05

Reshaping the Manufacturing Agenda: Exploiting Complexity

Dr Nick Rich, Research Fellow, CARDIFF UNIVERSITY

Business complexity takes many shapes and forms. From an increasing 'tail' of products whose contribution to business profitability is, at best, dubious, to increased competition and new bureaucracy associated with international trade, the pressures of increased complexity daunt today's managers and executives. This presentation draws from a global study of high performance companies across the world and shows how many are now preparing themselves to 'fight' and master complexity as a competitive weapon, rather than continue to simplify and 'flee' from markets that will grow to be more complex and faster moving.

• Understanding the power of complexity - product variety, market uncertainty, internal delays and systems of change management
• Assessing the negative impact on business
• Lessons from the best case companies from North America, Europe, India, China, Singapore and Australia
• Emerging business systems to cope and exploit complexity (strategy, structures, and supply systems)
• A ready reckoner on how your business stands

Revolution Stream R03-06

Chaos or Control?
Case studies in complex global supply chain management

Jon Bridges, Pre-Production Logistics Manager, JAGUAR LAND ROVER

The presentation will review some of the key drivers of change in the supply chain affecting the business from both internal and external perspectives and, through the use of case studies, show how the Jaguar and Land Rover Logistics team and wider business has responded at a strategic and tactical level.

Through the use of 'lean logistics' tools and techniques it is possible to achieve:

• real terms per unit supply chain cost reduction of 36% in 6 years
• a dramatic shift from fixed to variable cost structure
• year on year inventory reduction
effective management of trade offs between low cost sourcing and supply chain cost effectiveness – piece price, inbound freight, inventory

Find out how we did it. And where we are going next

Revolution Stream R03-07

Presentation details to be confirmed

Revolution Stream R03-08

Presentation details to be confirmed