CHaINA '10 Live Speakers

Keynotes

Moving Up the Value Chain in China: What’s Next?

Higher labor and operating costs has meant that low-cost sourcing is no longer China’s competitive edge now, or in the foreseeable future. In order to continue being competitive, the China supply chain needs to address the challenges unique to China and develop a model with the flexibility to respond to the speed of China’s changes and the efficiency to deal with the inefficiencies of a fragmented domestic market that is growing in importance. Mr Goldberg’s talk will address what this model could look like.

Jess Goldberg, Vice President Greater China, MENLO WORLDWIDE

Driving Towards Sourcing & Supply Chain Excellence

Marc Magistrali, Senior VP Sourcing (CPO)
KONE CORPORATION

How to Improve the Collaboration Between Customers and Suppliers

As global markets grow increasingly efficient, competition no longer only takes place between individual businesses, but also between customers and suppliers. This speech will mainly focus on how Continental Asia realizes efficient and effective communication with the suppliers in Asia. In 2008, Continental started to adopt SupplyOn WebEDI in Continental Tianjin factory and rollout 50 suppliers to the platform, which only takes 2-3 months for the successful launch of this solution. With the fact that the Tianjin branch has gained great benefit from SupplyOn e-communication platform, nearly all Continental factories in Asia except in India and Japan, have already applied it to realize e-communication with most of their suppliers within 2years.
Jeorg Biesemann, Director Logistics Automotive AP, CONTINENTAL AUTOMOTIVE

Capturing New Growth: Rethinking The Supply Chain for Next Wave of China's Economic Development

Rapid economic progress in China is driving significant changes in the way companies organize and run their supply chains. Part of this change is expansion of the manufacturing base into new geographic regions to capitalize on the next wave of growth in the country - smaller, second-tier markets. Organizations must continue to increase their investments in quality management and innovation within their supply chains to be faster, more flexible and responsive, all the while increasing overall cost efficiency. Let us see how Lenovo - China’s PC market leader - is adapting its supply chain to the changing business environment, building on its heritage of producing the industry’s highest quality, most innovative products.

Liu Deguo, Executive Director of Emerging Markets & Idea Product Group, LENOVO

The Sustainability of Pallet Pooling

After the recent economic downturn, more and more manufacturers and distributors in China realized that they may have to quit the 'confort zone' and strive to equip their current process with more added value. The key point is to show enough managerial courage to focus on the long term ROI rather than the trivial inconveniences. CHEP will display the whole success story of the palletized delivery between world famous manufacturer and one retailer through the following logic: Project Target, Project Preparation and SOP Confirmation, Project Trial Run and Barrier Solution, Project Achievements, Project Success Factors and Project Expansion Plan.

Frank Tonna, Director of Sales, Marketing& Customer Services, FMCG, CHEP

Modern Logistics Facilities – Essential Ingredient to Optimize Logistics Operation Efficiency

Logistics facilities have emerged as a new focal point in supply chain management . What is the core value of today’s logistics facilities? Undoubtedly it is EFFICIENCY. Featured by large floor plates, high ceilings and distant column spacing, Grade A warehouse with ideal location can cater to customers’ demand on efficiency improvement and cost optimization

David Yu, VP and Director of East China Region , AMB

Macro View Stream

Supply Chain- A Lever for Increasing Value

As wages continue to rise in China, its dominant position as first-choice for low cost manufacturing is being eroded. A clear strategy for companies already here in China is to increase the value added by their operations. Supply chain can be a lever for increasing value to customers and increasing competitiveness. This presentation explores 3 supply chain levers that can enhance a company's performance against competition - managing availability, controlling distribution and increasing responsiveness.

Michael McCool, Principal, A.T.KEARNEY

The Impact of Global Crisis in Supply Chain

The world economy is poised for further recovery but at varying speeds across and within regions. Due to the debt crisis, the recovery under way in the major advanced economies will be relatively sluggish compared with recoveries from previous recessions. At the same time, Asia has been moving into a leadership role in the world economy. What is the impact of the global crisis on the supply chains of the leading multinationals headquartered in the advanced economies, and the emerging MNCs in the developing economies? How will price pressures and shakeouts shape multinational operations worldwide, and especially in East Asia?

Dan Steinbock, Research Director of International Business, THE INDIA CHINA AMERICA INSTITUTE

What are the Issues Surrounding China and Which Will Impact Global Supply Chain

1. Currency revaluation and impact on prices/supply chain flows; 2. Other countries opportunity for sourcing vs. China; 3. Labor shortage in China 4. Political developments and the threat of a trade war; 5. What should China do to cope with the future and preserve growth/supply chain?

Michael Lee Serwetz, President, PROPHET BUSINESS SERVICES

New Perspectives

Designing your Supply Chain & Logistics to Support Business Growth Strategy

Underdeveloped, inadequate or aging logistics infrastructure is a major constraint to doing business in many countries within the AP region. The development of partnerships and collaborative approaches are crucial to address supply chain, logistics infrastructure challenges. Dow believes that the safe, secure, efficient, reliable supply to the marketplace is a shared responsibility of the chemical industry, infrastructure service providers and local governments. Supply Chain success is achieved when the right strategy is implemented with the right business model in the growth region.

William Loy, Supply Chain Director, DOW CHEMICAL

View From the CFO Office: Financial Drivers of the Supply Chain

Are you curious about the financial drivers of the business and how the supply chain model and processes impact those drivers? Viewing it from the perspective of an OEM in the high technology consumer electronics space, we will tie the supply chain model to the key financial metrics that the Investors, Board of Directors, and C-Level Staff focus on. This includes the role that Asian ODM and Contract Manufacturers, 3PL providers, and other supply chain the ecosystem that firms like Cisco Systems, Apple, and Philips Electronics manage.

Michael Tamaru, CFO, ALIPH-JAWBONE

Supply Chain Management in Aftermarket Business
More and more leading industrial companies have faced fierce competition. Owing to these relentless benign competition, competitors tend to become homogenous in terms of products provided, list price offered, channels delivered and so on. What can one industrial company differentiate from his competitors in the market?
Peter Wang, CPIM, INGERSOLL-RAND

Moving Up

Building the Smarter Supply Chain
Like economies and financial markets, supply chains have grown more global and interconnected. Spanning more players and more continents than ever before, today’s global supply chain is becoming more and more vulnerable to supply disruptions, transportation capacity constraints, cost and currency fluctuations, production recalls, natural disasters even geopolitical unrest. And due to its tremendous velocity and speed, even the smallest misstep can reverberate throughout every corner of a supply chain’s extended network.Further complicating matters is the lessening visibility of the supply chain itself, coupled with mounting consumer pressures for more input and transparency as well as a growing need to predict, if not pre-empt, risks before they send ripple effects through the chain.

Gerry Mattios Director at IBM Greater China IBM

Leveraging Existing Resources & New Technology for Next Stage of Supply Chain Optimization: A Small Company Approach

Centralizing outsourced manufacturing with CMs and OEMs in Southern China can bring a company the benefits of improved quality, lower cost, increased supplier reliability and improved delivery. To achieve these goals, companies need to focus efforts on improvements to key aspects of the supply chain including vendor management, production, procurement, quality and logistics. Beyond these basics, what does a company do strategically to leverage existing resources and new technology to continue to optimize their supply chain? This presentation discusses the experience and current challenges of a small consumer electronics design company outsourcing production in China.

Michael Chaddick Director of Procurement, FRONTROW

Low Cost Country Procurement: Examining China as a High-value Capital Procurement Partner

IChina’s importance in the global economy is anchored on the role it plays not only as a significant resource consumer, but also as a manufacturer. Acknowledged as the world’s factory floor, China has been producing and exporting a variety of goods from textiles to machineries, and has decisively overtaken Germany as the world’s largest exporter in 2009; however, other low cost countries are becoming significantly competitive in terms of product scope and price. Currently and in the near future, China is expected to differentiate its position in the global market as it upgrades its manufacturing export structure in favour of more technology-intensive products and aligns itself with internationally-accepted quality standards.
Lilian Luca, Chief Operating Officer, BATMAN BEIJING AXIS GLOBAL

Inventory Focus

Maximize the Benefit of Your Inventory Control Via VMI Optimization

Objectives of our VMI approach: To improve the inventory turnover rate under the “make-to-order” manufacturing type, shorten the lead time of order fulfillment, reduce parts shortage and increase flexibility for sales order processing, and also help to ease the cash flow.

Vincent Chang, Director of IT and Logistics China , SINGER

How to Be More CYCLIC than NON CYCLIC
Objective will be to share my thoughts on how Supply chain can be a more CYCLIC Process than a total NON CYCLIC PROCESS linking Primarily Inventory Management concepts with Logistics/ Transportation Information flow expectations/ challenges to little bit on Customs challenges and for sure interface Business Process within 4 Walls , Suppliers and Customers. High Level presentation of close to 20 Slides with more of speech in what I plan for.
Sanjay Malhotra, Regional SC Manager AP, TRW AUTOMOTIVE

The Supply Chain is Not Only Supply Chain

How the Honeywell Specialty Material are using SIOP process to control the inventory in China to support the rapid business growth in this market.

Henry Li, Regional Supply Chain Director AP, HONEYWELL

Supply Chain Collaboration

Collaboration to Build Up Supply Chain Excellence

How could retailers and manufacturers, business partners who usually cannot avoid fighting each other for profit and market dominance, closely work together to build up common supply chain excellence? How could retailers and 3PLs, business partners who always have to bargain each other for price and service, team up to develop efficient logistics networks to build up their own market competences? METRO China’s practices with its strategic supplier chain partners have proven that this is all possible.

Denny Yang, Head of Supply Chain Management & Logistics, METRO

From Low Cost Country to Best Cost Country Procurement: Integrating Logistics into Sourcing Decision to Leverage Value

Abstract: Whilst the rationale of low cost country sourcing is hardly arguable, expected benefits and savings could vanish unless an holistic approach to logistics factors is taken into consideration. This presentation reviews best practice in logistics management when sourcing from low cost countries, including vendor management, 3PL and shipping operations and proposes a road map to execution excellence.

Christel Costagli, Head of Supply Chain and Logistics, KINGFISCHER

Managing 3PL: From a Transactional Approach to a Collaborative Relationship

Today one of the primary new extensions of the Supply Chain Collaboration is Collaborative Transportation Management (CTM) and Network Program Management (NPM) The goal is to develop collaborative relations with third-party logistics providers to improve service, efficiencies, and costs. Today attaining further cost savings and enhancing assets utilization might be enable by sharing information and jointly planning tactical resources with our 3PL. I will share the experience of deploying a collaborative program to manage a large Pan European network.

Carlos Vazquez, Distribution & Sales Operations Manager, MICHELIN

Lean Supply Chain

Building Lean Foundations

In 2009 a new manufacturing operation was established in Suzhou, China. Key lessons to operating Lean in a Customs Bonded Zone, a visual example of a Lean Raw Material Supply Transformation and a summary of the practical approach Smith and Nephew, Medical, Suzhou took to establishing a Green Supply Chain will be shared.

Brian McConville, Supply Chain Manager - AWM China Operations, SMITH & NEPHEW

Initial the Lean Journey in a Manufactory Plant

Change is the only one unchanged. This fits in Supply Chain management very well. Being experienced on multiple sites’ SAP deployment, central Lean Logistics Development/Deployment as well as sites physical but critical Supply Chain daily management , I strongly recommend all stakeholders associated with Supply Chain putting this concept into consideration when you wake up in the morning.

Xiao Ying Xu, Materials Manager for Braun Shanghai & Senior Manager P&G, PROCTER & GAMBLE

Lean Manufacturing Logistic
It is the LEAN target that any logistics initiative must enhance the competitive capability to meet client demand in the market, there are many management concepts and methods as LEAN thinking, 6 sigma, ABC etc, they are helping us to quantify, identify and verify our operation process and LEAN initiative, finally we get supporting from our boss and our cross departments to achieve our LEAN manufacturing vision.
Peter Wenren, General Manager, ABU Consulting

Navigating Risk

Moving Up the Value Chain: Saving Customs Duty Costs and Reducing Customs Clearance Times

The standard customs duty rate in China in 2010 is 9.8% - still high by most standards and a considerable cost of doing business in China. This session will explore ways to legitimately lower your customs duty costs through use of the correct dutiable value, HS code, Free Trade Agreement, duty-exemption or duty reduction program fo repair goods, capital equipment and the like. Enhancing trade facilitation is a strategic priority for China Customs, particuarly in Shanghai. This session will also discuss what can be done to reduce clearance times by using schemes such as advance declaration, perodic declaration and the like.

Damon Ross Paling, Partner Customs & Trade, PWC

Footprinting Carbon & Chemicals in the Supply Chain: Cost or Opportunity?

New regulatory and market requirements are driving many OEMs to collect carbon-related information as well as chemical content information from the supply chain. Are these initiatives creating value for end consumers, or just raising the costs of doing business? A leading global expert on electronics industry environmental and energy issues will present evidence of new trends, case studies of the industry response (including “best” and “worst” practices), and suggest ways that supply chain managers can get more value, and incur less cost, from these initiatives.

Chris Hazen, Asia Director, WSP

Supply Chain Insurance Issues

1) Logistic Service Provider Liabilities 2) Detailed Claim Case History 3) Logistic Operator Liability Insurance Contract Contents
Giacomo Rustioni, Senori Manager, SP INSURANCE

Retail Logistics

Optical Retail Logistics - Baodao Optical Group's China Experience
With Baodao Optical Group's rapid expansion in Mainland China from a hand full of stores in 1997 to become the market leader with currently around 900 stores the company's philosophy on operations and logistics has gradually transformed. This presentation will discuss logistics in the optical industry and Baodao's experience in Mainland China.

Ashley Crawford, Manager Corporate Logistics, BAODAO

SCM make Customer Experience Different
Coming to today, SCM is far more than cost advantage and process efficiency, is about how can make SCM capability to delight customer, to meet the personalized customer needs and to iintegrate with CRM management. SCM is not only bring value to company but the strategy should derived from the objectives to meet customer need and even, beyond their expectation. The questions is: How?
Jacky Huang Operation Director Yihaodian.com

China Shifts Toward Modern Retail
The presentation will track the ongoing move in retail in China's lower-tier cities from mom-and-pop stores toward a modern retail model, concentrating on key drivers including urban development, consumers' need for safety, and the internet
James Roy, Senior Analyst, CHINA MARKET RESEARCH GROUP

New Tools

What Facebook and LinkedIn Teach Us About Sourcing and Procurement

Doing business is about building networks with business partners, identifying buyers, collaborating with suppliers.The more efficient we operate within these networks or micro-communities, the better we equip ourselves for future business environment and building a stronger foundation for growth. Tactica is going to show you how the next generation of e-sourcing platforms works as a social network for business and what a truly online e-procurement community looks like in the Cloud computing environment. It is not about savings on software licenses or the maintenance of hardware. It is about relationship, it is about business network.

Chee Wee Loke, Vice President, TACTICA ASIA

RosettaNet MMS - How it Helps Suppliers and Logistics Companies.

High Tech companies prefer RosettaNet as their B2B communication standard. RosettaNet is the e-business standard for supply chain optimisation for the high- tech, telecommunications industry, electronic component and semiconductor manufacturing industries. Smaller companies have always seen RosettaNEt as complicated and expensive to implimnet or support. 1)RosettaNet accepted the mission to deliver new methods of supply connectivity to improve supplier adoption 2)The result is RosettaNet MMS (Multiple Messaging Service) . We will explore: What is MMS? How does it differ from RNIF? What is the impact of these new standards and how do they affect both suppliers and High Tech Industry Logistics providers?

James Hatcher, Managing Director AP, SEEBURGER

Cloud Computing in the Supply Chain to Achieve B2B/EDI Integration
This presentation will look at how cloud computing is changing the economics and availability of EDI and B2B integration in the supply chain. It will detail a recent case study of how a large retailer transformed its supply chain EDI messaging and B2B integration with suppliers utilising the cloud computing model and also how smaller suppliers are using the cloud computing model to achieve peer-to-peer integration with their larger buyers.
John Delaney, Co-Founder, MESSAGEXCHANGE

What's Next

A General Plea for Indirects Procurement

Together, we will see why many companies should rethink their procurement strategy with regards to indirect.
Christoph Schittny, Head of General Procurement, BAYER HEALTHCARE

Interacting with What is Under the Spotlight in 2011 & the Post-Crisis Era: Priority & Ethics

1/ CAT-MAN: category management: is it still valid and suffice corporate needs 2/ SUPER-MAN: supplier management: other than price & volume, anything else is under spotlight today, CSR (social responsibility), SLA? 3/ CSI: customer satifactionary index: survey target, services provider, sourcing team itself or even bottom-up investigation? 4/ Ethics: rather than purchasing, major concerns on executive level.
Michael Fan, Indirect Material Sourcing Manager AP, SCHNEIDER ELECTRIC

Innovation Sourcing

China has for long served as the factory shop floor of the world. However, rising costs and the Renminbi appreciation lurking around the corner, CPOs are asking themselves whether China will continue to be a viable sourcing market in the future. If not, where to go next? This presentation gives an overview of China today and its projected development for the future, as well as a comparison of other emerging “sourcing hotspots” around the world

Martin Lockström, Managing Director of Supply Chain Management, China Europe International Business School Inside China

Inside China

Supplier Retailer Relationship

As a supplier to retailer, the session will explore retail operations: suppliers portfolio management, who owns consumes; retailer vs suppliers, (Cost drivers ) 2)How retailers manage its inventory at each store 3)Retail logistics (who owns the last mile delivery;future directions: retail outsource its Distribution Center operation, Distribution model, or how far can supplier delivery to store level goes)

Jennifer Lu Supply Chain Manager JOHNSON & JOHNSON PHARMACEUTICALS

Challenges & Opportunities in China Supply Chain

The China supply chain market used to be export oriented but is now shifting quickly and becoming increasingly weighted towards the domestic market. Regionalization, local policies, infrastructure, tax, people, IT, governing bodies and imbalanced cargo flows are all unique here, and that is what makes the China supply chain very different to other markets. There are different challenges here, too, as well as opportunities for improvements.v
Gary So, Managing Director North Asia, MENLO WORLDWIDE

The Yantze: A Viable Option for Controlling Logistics Costs?

Many manufacturers looking to set up operations in the interior are asking the same question. The August State Council meeting placed the Yangtze at the core of China’s efforts to build a comprehensive, efficient, eco-friendly transport system. The presentation will look at the progress in the modernisation programme of the Yangtze and analyse the impact of the improvements and government policies on shippers. It will also look at the logistic strategies of some major multinationals operating in places like Chongqing, Yichang and Wuhan to see how they are taking the advantage of the improvements.
Tingting Zhang, Managing Director, YANTZE BUSINESS SERVICES

Green Meets CSR

First Biomass Burner in Operation to Realize New Vision

Doing business in an sustainable way is every enterprise's shared social responsibility. For Unilever China, our vision is to double the size of business while reducing our environmental impacts per consumer unit by 2015. We are going to share a real case on how we have achieve both business and sustainability needs in a balance way with the Biomass Burner project in Hefei factory . It is the first biomass burner in laundry industry globally, helping our factory to reduce CO2 emission from 15,000 tons per year to zero and also providing energy securiy to the business.

Janet Zeng, Supply chain Environment Leader, UNILEVER

Integrating Sustainable and Responsible Supply Chain Management into Corporate Goals

Moving past the intangible moral imperatives to sustainability, firms who begin understanding the holistic benefits of developing sustainable and responsible supply chain practices realize tangible returns on investment.
Richard Brubaker, Director, Collective Responsability

Using Capacity Building to Meet Ethical Standards Requirements
Mr. Spaulding has been championing a new method for remediating compliance issues with factories in China. Through pragmatic solutions dealing with core issues and root causes of compliance problems his innovative and practical approach has been effective in helping hundreds of factories take major steps toward true compliance. Developing additional systems to improve management and production capacity to create a better managed factory in a scalable way is the basis for this approach. Mr. Spaulding will discuss a new model, the business impact of these changes and how retailers, brands, agent, vendors and factories are meeting the challenge through case studies and specific examples.

Ian Spaulding, Managing Director, INFACT

Beyond China

Go East
The role of Saint-Gobain purchases in Low Cost Countries within Saint-Gobain building distribution Private labels strategy.
Patrice Bodet, China Sourcing Director, SAINT-GOBAIN

Beyond China

Here, we will see the costs savings trends which western companies have experienced when sourcing in China over the last 5 years and the underlying drivers of these trends. We will also share statistics based on real tenders showing how Vietnam is gradually emerging as a credible alternative source of supply in certain spend categories to China and describe macro economic factors underlying Vietnam’s emergence . Our latest global sourcing survey will also be leveraged to demonstrate how companies are diversifying their sources of supply and finally will use two concrete client examples – one in the apparel industry and the second in the food sector - to bring to life real examples of companies shifting their sourcing from China
Olivier Levy, General Manager, DRAGON SOURCING

India Unbound
India is unanimously projected to be the world's fastest economy on a sustained basis- some forecasts go upto 2050. For long, we have witnessed demand of logistics services and transport infrastructure outstrip supply in India. However, this is fast changing with numerous foreign and indigenous players bringing investment and best practices to the fore. Fresh from the success of hosting the Commonwealth Game, India has further garnered international attention. In their geographic neighborhood, India and China stand out as beacons of steady economic progress. The two economies have much in common- size, population, growing aspirations, and growing roles on the world stage. They also constitute a good half of the formidable BRIC and BASIC groupings. With growing Chinese interest, investment, and operations in India, new opportunities abound for those who can successfully negotiate the two cultures.

Bharat Joshi, Director Associated Container Terminals Limited, ACTL India

> Click here to go back to the Main Page