Presentation Transcript

1. Vice President Programs

   One CSCMP
2. Who Am I? What Makes Me Qualified to Discuss This Topic? Robin Haddock Group Director Coca-Cola Refreshment Member CSCMP Atlanta Roundtable Prior roundtable secretary (2 years) Work Experience (34 years with Coca-Cola) United Steel Worker hourly associate Warehouse management Transportation management Production management Production scheduling Customer service management Marketing & Sales Business liaison, strategic planning Mid & Short term production, distribution & procurement planning SAP SME APO SNP, PPDS & ECC S&OP/S&OE process management
3. VP Programs Review Agenda VP Programs: Role Responsibilities, Day in Life & Challenges US Industry Overview: Labor statics & projected growth areas Roundtable Programs Current State: Locations & programs trends Recommended Programs Calendar Cornerstones of Supply Chain Management Traveling Speaker Bank Cornerstones of Supply Chain Management Fulcrum Current State Future State
4. Vice President ProgramsPrograms & ChallengesLeader of Local Community leveraging a broad network of resourcesRelationships are key with community business leaders to help drive continued membership growth
5. Mission Statement “To lead the Supply Chain profession by Connecting, Developing and Educating the world’s Logistics and Supply Chain Management Professionals throughout their careers”
6. VICE PRESIDENT OF PROGRAMS Overview The role of Vice President of Programs is to facilitate the organization of roundtable programs that are relevant to local industry issues and audience interests. An important aspect of managing programs is insuring effective communications between the roundtable and each speaker. As a leader with the roundtable board, the VP of Programs is expected to attend all roundtable events and to support other roundtable board functions including membership growth and marketing. For many roundtables, the Programs Officer is considered second-in-command to the Roundtable President, and is often a planned successor to the Roundtable President. With this future responsibility in mind, the Programs Officer is expected, in the Roundtable President’s absence, to preside over and manage board events, as well as to support the Roundtable President as needed.
7. VICE PRESIDENT OF PROGRAMS Responsibilities Establish an overall program for the entire roundtable year (based on the Supply Chain Cornerstones), spearheading the effort and leading the roundtable to the successful development and execution of a quality roundtable program and successful roundtable events. Insure that budgetary constraints are observed; make sure that there is enough seed money to pay the deposit on an upcoming event & make sure that events do not incur losses, or that the roundtable board is aware of an expected loss in revenue. Manage Programs Committee/Team, recruit event coordinators who are then each responsible for managing a single event. Work with the Roundtable President to promote required CSCMP Membership to the local roundtable board. Verify the membership status of current board members and communicate the renewal process for Roundtable Board members to receive the Board membership rate. Promote membership to non-member committee members. Attend and actively participate in all Roundtable Board meetings, Roundtable Events, and the CSCMP Roundtable Leadership Forum.
8. VICE PRESIDENT OF PROGRAMS Typical Duties Establish the program schedule based on the Supply Chain Cornerstones for the entire roundtable year. This should include preparing a back-up speaker/topic/event to replace a speaker who has to cancel at the last minute. Ensure that speakers are identified, contacted, and committed. Several details of the event should be communicated in writing to the speaker, including: content, audience, attendance & event schedule. Day of event: make sure that the speaker has transportation and directions to and from the event, make sure the event starts & ends on time, thank speaker as event closes and follow-up with thank you letter. Develop strategies for ensuring program material stays audience relevant and current with changes in the business & market dynamics. Share best practices & feedback on speakers and tours with other VP’s of programs.
9. Current Roundtable Program Challenges Open Discussion What is working?? What are the challenges?? Ability to secure speakers??? Ability to secure tour locations?? Are you having trouble keeping the momentum going?? Keeping it fresh and aligned with ever changing US economy and labor requirements Atlanta Feedback The greatest challenge is matching up the quality of the speaker with the quality of the speakers “brand”. Coke, Home Depot, UPS, and Georgia Pacific can always fill a room but the world supply chain is so much larger than just those in Atlanta. Creating a buzz and interest for small names but quality content is tough. The other challenge is competing with the internet. In this day and age, our “competition” is no long just WERC or APICS or the local Traffic club, but can be a blogger or university 800 miles away. How do we convince an audience that a topic heard in person provides greater value than one read from the convenience of an office or team meeting. The interaction of the network (more than just shippers bombarded by service providers) has to be something people see as tangible and real.
10. VP Programs – Day in the Life

11. US Industry Overview

12. US Department of Labor: Bureau of Labor Statistics
13. Projected Job Growth Markets
14. “Made in America” Again Recent articles in conflict to US Department of Labor future state statistics indicating a 0.5% reduction of manufacturing jobs

15. Roundtable Programs Current State

    One CSCMP
16. 47 Active Roundtables Over 4,100 members
17. Roundtable Events 2013 – 2014 YTD
18. Set the complete annual calendar in July to ensure a successful and well budgeted program year Be Sure to Have a Theme!

    Recommended Programs CalendarAugust 15: Schedule of Actives Due

19. SCPro Education: Level One Certification The Cornerstones of Supply Chain Management Education is defined within the 8 learning blocks of SCPro Level One Certification Supply Chain Management Demand Planning Procurement & Supply Management Manufacturing and Service Operations Transportation Management Inventory Management Warehousing Management Order Fulfillment and Customer Service What is the value? Today’s supply chain is complicated and requires diversity of thought and strategy for a supply chain professional to be successful!
20. Why the 8 Learning Block recommendation? Ensure the balance of focus across all disciplines of the supply chain & attract members from each of those critical areas. SCPro™ Professional Certification Program is a CSCMP strategic initiative Roundtable Purpose: Forum for Supply Chain professionals to connect with one another and develop their own skills through interaction with other volunteer members of the roundtable. Deliver the value of the mission statement to the local community Attract new members – each supply chain disciplines – my experience & vision The annual programs calendar is the ideal forum to explore beyond the traditional focus on transportation/warehousing & to broaden roundtable memberships by drawing in members from the under represented disciplines.
21. CSCMP – Event Calendar Cornerstones of Supply Chain Management Process Flow
22. Traveling Speaker Bank Concept: Leverage members of CSCMP who travel, can speak on the various Cornerstone topics & can coordinate their future travel schedule in advance synchronized with Roundtables programs calendar. What is needed to execute? Formalize programs event calendar Data base of qualified speakers Coordination between roundtable & speaker Contingency plan if travel plans altered Benefits to CSCMP & Speaker Networking across roundtables Knowledge sharing of new Cornerstone concepts

23. The Eight Learning Blocks of Supply Chain Management

24. Supply Chain Concepts Interest in supply chain management, both in the private and public sectors, has grown rapidly over the last two decades. Leading organizations now recognize the positive outcomes — enhanced competitive strategy, increased market share, and greater shareholder value — that can be achieved through effective supply chain management. These organizations are taking steps to achieve a competitive advantage through supply chain management, and they need skilled individuals who can design, execute, and manage their supply chains. For these individuals, skill development begins with having a solid foundation of knowledge in supply chain management concepts and principles.
25. Demand, Procurement & Supply Management Sales and operations planning (S&OP) is a decision-making process to balance supply and demand by integrating demand and sales forecasts with operational plans from suppliers, production, and logistics. The goal of the S&OP process is to integrate demand forecasts with capacity forecasts so that the supply chain operations are integrated with the marketing and sales functions. Demand planning is a key step in the sales and operations planning process. The demand plan specifies what should be sold and when given the organization’s supply capabilities and constraints. The goal of demand planning is to estimate orders for products and services over some future time period using information such as historical sales data, information about planned promotions, and market intelligence. Demand forecasting is a key step in the demand planning process. Strong relationships with trading partners can be developed through successful supplier relationship management programs and supply management processes that integrate the procurement function with other internal functions and external supply chain partners. These relationships can be the key to increasing the efficiency and effectiveness of several supply chain business processes. The purchase of materials, work-in-process, finished goods, and services by the procurement function is a critical business process within all supply chain operations. The procurement processes can provide organizations with a sustainable competitive advantage through lower costs, higher quality, and better service for both internal and external customers.
26. Manufacturing & Service Operations To be successful in manufacturing and service operations, managers should possess both technical and behavioral skills. They should apply these skills to achieve improved transformational processes and outputs in operations management contexts throughout the supply chain. This includes manufacturing, warehousing, and all related business service processes, such as inventory management and customer service
27. Transportation – Land, Air & Sea Transportation involves the physical movement of people and goods between origin and destination points. From a business standpoint, transportation links geographically separated partners and facilities in an organization’s supply chain — customers, suppliers, channel members, plants, warehouses, and retail outlets. Whether by truck, train, plane, ship, pipeline, or fiber optic wire, transportation facilitates the creation of time and place utility in the supply chain.
28. Inventory & Warehouse Management Inventory management is focused on determining how much inventory to carry across the supply chain, where to carry it, and how much safety stock is required to meet the organization’s cost and customer service objectives. The management of inventories will depend upon the value of the product, the cost to carry the product in inventory, the variability of demand and lead time, the cost of stocking out of the product, the number of locations where inventory is held, and the importance of the product to customers. Warehousing is a critical logistics function that manages the storage and handling of materials, work-in-process, and finished goods within supply chains. The warehousing function provides economic benefits, such as transaction efficiencies and the consolidation and breaking bulk of inventories. It also plays a critical role in meeting customer requirements for the timely delivery of goods and services. This is accomplished through value-added services and fulfillment processes, while at the same time efficiently managing inventory costs.
29. Order Fulfillment & Customer Relationships Order fulfillment is the complete process from point-of-sale inquiry to delivery of a product to the customer to returns processing. In the broadest terms, it refers to the way organizations respond to customer orders. Order fulfillment is a crucial process since it is the last link in the supply chain. It may be the only direct contact some organizations have with their end customers, and it can make or break an organization’s reputation with its customers. Customer service is a series of activities designed to enhance the level of customer satisfaction. Satisfaction is based on the feeling that a product or service has met or exceeded the customer’s expectations— before, during, and after a purchase.
30. Key Message KEEP doing what you are doing in the area of Transportation, Warehousing, Networking & Supply Chain Concepts. TOUCH on the importance of Inventory Management when the program topic or tour is warehousing. SET GOAL to include 1 event focused on Demand, Procurement & Supply Management. LEVERAGE National office for program ideas to fill tour & speaker gaps (speaker bank)
31. SCPro CSCMP Certification Leveraging the programs calendar to provide exposure to all faucets of the supply chain: 1. Supply Chain Concepts 2. Demand Planning 3. Procurement and Supply Management 4. Manufacturing and Service Operations 5. Transportation 6. Inventory Management 7. Warehousing 8. Order Fulfillment and Customer Relationships What is the Value? Today’s supply chain is complicated and requires diversity of thought and strategy for a supply chain professional to be successful The annual programs calendar is the ideal forum to explore beyond the traditional focus on transportation/warehousing & to broaden roundtable memberships by drawing in members from the under represented disciplines

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    …be back at 3:30