CONTENT HUB

With disruption on both supply and demand side, how can automotive leaders successfully manage business continuity with resilient supply chain operations

Join Kelly Bysouth, Chief Supply Chain Officer, IAC, Gerald Muliett, Director Global Procurement, Dura Auto, Christian Noske, Managing Director, Alliance Ventures | Renault-Nissan-Mitsubishi & George Grahovac, Sr Manager, North America Supply Chain, Honda of America as they disucss:

• Agility and responsiveness: Restart readiness and remaining flexible to mitigate potential market turbulence
• Identify alternative sources of cash (where traditional sources have dried up) to manage cash flow, feed high fixed costs and invest in crucial, cash-intensive innovation programmes such as EV development
• Key challenges for the coming months and how industry leaders should prepare, including re-distribution of supply chain assets to reduce operational redundancy

The unprecedented events of the Covid-19 outbreak have hit retail extremely hard. This has compounded the challenges that were already facing the industry bringing many long-standing players to their knees.

But those that were looking ahead have seen some successes and it’s clear the greater the digital offerings and capabilities of your supply chain were, the better you have weather the storm.

Join Gerry McGowan, VP, Operations & Logistics, HelloFresh US, Nick Hunt, Retail & CPG SME, Tradeshift, Erik Caldwell, Divisional COO - Supply Chain (Americas & Asia Pacific) and Vipul Taneja, VP Digital Finance Cognizant as they zero in on the key requirements for retailers and their supply chains including:

• Replace outdated logistics architecture with digital logistics solution to reduce operating costs and make your supply chain your competitive advantage
• Yield efficiency gains by creating a more accurate picture of your sourcing network and the parties in it to enable accelerated growth, such as the re-use or re-sale of waste products
• Break down silos in your network to unleash the power of real-time visibility with a fully orchestrated system that is dynamic and responsive to customer demands

Coronavirus exposes fragilities and the interconnectedness of the supply chain system. As such, ‘risk’ has been bought to the fore and sits atop board level agendas globally. When we return to the ‘new normal’, how will be the relationship between risk and supply chain optimization unfold?

• Asses your global sourcing model, including geographic diversification of sourcing partners, and weighing-up offshoring Vs onshoring, considering expertise and material availability, production flexibility and transport costs
• Address the need for resilience in your supply chain network design, including scenario analysis to ensure your supply chain is resilient in the face of future disruption
• Map out your global supply chains to identify the scope for prudent choices in the selection and location of suppliers, diversifying modes and regions to de-risk your operation
• Evaluate inventory policies, considering the cost-benefit of Just-in-Time Vs Just-in-Case manufacturing and the trade-off between system responsiveness, optionality and inventory management costs

Key insights:

• 35% of respondents raise Reducing Logistics Costs as their biggest last mile challenge.
• 82% of brands feel they need to improve their customer’s last mile experience.
• Increased delivery options and Sustainability lead the way as the industry’s top future requirements.

Key Takeaways from the report:

• Forecasting is a massive concern in retail supply chains with over 30% of retailers and manufacturers classing it as their biggest challenge
• Negligible if any improvement across all supply chain players when it comes to improving visibility for themselves and their customers
• A technology adoption lag from retailers and manufacturers is causing efficiency to be impaired – 61% of respondents felt that they were efficient enough for day-to-day operations but nothing more

• The biggest challenges to implementing new or increased eCommerce capabilities around existing operations
• The changing priorities of customers, the impact of supply and demand limitations and expectations for shifts as the b2c and b2b consumer environments evolve
• The knock-on effect of increased eCommerce activity on transport capacity, innovative delivery models and sustainability initiatives

Speakers include:

• Roman Sobieri, Head of Global Shipping, Etsy
• Markus Reckling, Managing Director, DHL Express Germany
• Jamin Dick, Head of NA Supply Chain, Alibaba Group
• Roy Anderson, Chief Procurement & Digital Transformation Officer, Tradeshift

• Understand how companies are dealing with the influx in demand for manual labour that is essential to still keep supply chains moving
• Find out how companies are enforcing new measures to keep essential workers safe such as social distancing in warehouses.
• Learn about the relatively short-term tech measures that you can implement in order to reduce the stresses on your workforce.

Speakers include:

• Sylvia Wilks, Vice President, Operations, Tirehub
• Ellen Voie, President, Women in Trucking Association
• Susan Beardslee, Principal Analyst, ABI Research

• With supply-side turbulence what are the implications on import costs and margins and how can we achieve greater visibility into supplier inventory
• Find out how to work with sourcing and logistics partners to manage volume and mitigate risk in a turbulent market
• Employ a ‘sprint’ philosophy to build visibility in real-time while executing on the insights
• Combat unpredictable consumption patterns with effective collaboration with counterparties to best optimize inventory levels with greater tracking and visibility, while ensuring capacity
• Assess historical epidemic data (like SARS) to inform demand panning and decision making on various categories, split testing scenarios to remain agile to avoid excess inventory levels with greater tracking and visibility, while ensuring capacity

Speakers include:

• Pedro Paiva, Operations Director, Havaianas
• Fiona Ki, VP, Global Sourcing, Bombas
• Prabhu Kamaraj, Sr Manager, Procurement and Logistics, Adidas
• Alexander Wheeler, Sr Director, Food Supply Chain, Target

• 442 Survey Responses from some of the biggest players in supply chain e.g. insert company names that contributed
• Highlights across the technical, legislative and economic factors affecting visibility
• Data and asset collaboration, disruptive technologies, risk identification & management, the COVID 19 response plus centralizing and institutionalizing learnings

• Keep up with the dynamic supply chain industry through 21 pages of concise business critical insights
• Cut through the noise & inform future planning by benchmarking yourself against 601 supply chain execs
• Map current and future spending patterns of your peer regarding AI, drones, robotics and more…

• Tariff wars and fluctuating costs
• Bad actors and those looking to expose your weaknesses
• Complacency: Don’t wait for a disaster to happen
• Dependencies: Depth in onboarding and consistently auditing your suppliers