Speakers are listed alphabetically by surname. Detail available as at 1st April 2012

Warehouse design in Europe is suitable for South Africa : is this a myth?

Fred Albrecht, Managing Director, APC Storage Solutions, South Africa

This presentation highlights warehouse design challenges throughout Europe, describes how these can be adapted for Southern Africa, and reveals the resulting different warehouse design solutions with case studies. Although it would be ideal to have identical warehouse operation worldwide, as uniformity saves time spent on design, increases compatability and intra‐company benchmarking, speeds up operational start‐ups and facilitates operational support, the challenges in warehouse design vary greatly throughout Europe and Africa. The presentation investigates whether standardisation in warehouse design is possible, and what strategy should be followed to realise the advantages.

Making Demand Driven Supply Chain Networks a Reality

David Allen, Industry Supply Chain and Operations Executive, One Network Enterprises, USA

David Allen is an innovative supply chain leader in North American with deep experience gained from top leadership roles at organisations such as Del Monte Foods, The American Pasta Company, Frito-Lay, US Foodservice, and WorldChain. A noted dynamic speaker, Mr Allen will share with the audience how he has transformed legacy ERP-based supply chains into demand driven supply chains. Mr. Allen's presentation will provide best practices and specific examples of how to become more demand driven and achieve the highest possible service levels at lowest possible costs.

Can a retail supply chain be efficient and green at the same time?

Gary Benatar, Managing Director, ILS, South Africa

The supply chain is seen as the one key differentiator in keeping up or getting ahead of the competition. In this challenging and dynamic retail arena, what changes are happening and will happen in the supply chains for retail? Today and into the future the supply chain is being measured by its effect on customers and the effect in store, at the same time as the cost and efficiencies are being critically managed. However are we sustainable and being green? The challenges facing retailers are immense today; the market is much more competitive, customers more knowledgeable, price sensitive and demanding of good service. Sustainability and environmental pressures are more prevalent in both customers' decisions and corporate directives, international competition and online availability of products have all worked to change the way we shop and will be shopping. Can we develop a sustainable supply chain that enhances the retailer and the offering to customers?

Tracking Accuracy: A Crucial Key to Improve Your Forecasts

James Berry, Senior Consultant, Business Forecast Systems, USA

If your organisation is striving to improve its forecasting process, it is crucial to track forecast accuracy over time. In this session, we will review the three primary approaches for measuring forecast error, the pros and cons of popular accuracy metrics, and the benefits of using exception reports to streamline the monitoring process. Through the demonstration of real‐world examples, you will learn how to implement best practices while avoiding common pitfalls.

Simple solutions for complex situations (Kanban & SAP)

Jean‐Marie Bomy CFPIM, CSCP, SCM Expert, CFGI‐Logilité, France

This presentation will demonstrate how the link is made between MPS from SAP and sizing of inventory at the decoupling point as well as calculation of Kanban cards (with Excel spread sheet). It will also underline the benefits of simplification in production & inventory control within a short term horizon. In this case the first direct result is the division by 8 of the cost out‐of‐date cubes destruction. The audience will learn that monitoring production with a simple Kanban is compatible with an ERP & MPS/MRP environment and, that releasing the potential does not necessarily rely on complex solutions.

Winning (or Losing) Because of Supply Chain Design

Toby Brzoznowski, Executive Vice President of Sales, LLamasoft , USA and Ryan Purcell, Managing Director, LLamasaft, South Africa

There are hundreds of cases of companies that have thrived, and just as many that have failed, because of their supply chain performance. The design of an organisation's supply chain dictates performance on numerous fronts including Cost, Service, Risk and Sustainability. This presentation will explore why Supply Chain Design has become a make or break capability and competitive differentiator in today's business environment. It will cover real‐life examples and best practices from leading companies across a range of industries, and detail the latest trends in technology and deployment. Learn how to compete and win through better Supply Chain Design.

Unleashing Africa's Trade Potential through Supply Chain Effectiveness: Lessons and Learnings

Jacqueline Chimanzi, Africa Lead, and Tomek Jekot, Executive Lead, Deloitte Consulting, South Africa

The paper highlights the constraints that render supply chain management particularly challenging in Africa. The paper will then document some of the developments taking place on the continent that are alleviating some of the identified constraints. Key insights will also be derived from case examples of how companies operating on the continent have circumvented these barriers. Africa remains a lucrative market but also a tough one. It is therefore the intention that sharing these learnings will help businesses with Africa growth ambitions proactively to identify practical solutions in crafting their Africa strategy.

Supply Chain Solutions in Sub Saharan Africa (SSA) – A myth or Reality?

Osita Chukwuma, CEO, Daniels Global Services, UK

In this presentation, efforts are made to examine the reasons why many supply chain based information technology solutions are poorly delivered in Sub Saharan Africa. In some places, the solutions deemed to be successfully delivered are not used at all. They are discarded after a few months, or replaced by entirely different solutions. Research was carried out to analyse the reasons behind the failure of many ERP, IMS, WMS and other supply chain solutions of some SSA companies across various sectors. Qualitative assessment was carried out using questionnaires and direct telephone interviews of the IT and Supply Chain Managers. The result is a colossal feedback of reasons for poor implementations, factors for successful implementation and proposed methodology for successful implementations.

New requirements creating sustainable Service in the Automotive industry require innovative and flexible partnerships along the Supply Chain

Michael Druml, Executive Director Global Supply Chain Management, Magna Steyr Fahrzeugtechnik AG & Co KG, Germany

Michael Druml is the Supply Chain Executive of the largest Contract Manufacturer for OEMs,currently assembling 150.000 vehicles per year for OEMs such as BMW, Daimler, PSA and Aston Martin in Austria, Europe. Michael will present the new challenges that automotive suppliers are facing. Different kinds of Complexity, Supply Chain Risks, Platform strategies of OEMs - just a few highlights of his presentation that will lead the participants to the depth of supply chain costs transparency and cost controlling - costs that you might not expect when calculating your Total Costs of Ownership.

Michael's participation has been made possible by the Supply Chain Council

The Global Trend towards Co-Sourcing of Transportation Management.. Fit for Africa?

Jon Kuerschner, Vice President – Business Consulting, Lean Logistics Inc, USA and Lonnie Tiegs, Client Acquisitions Specialist, Transnova, South Africa

One of the biggest supply chain challenges a company will face is whether to outsource transportation management or do it yourself. Now there is a third option, one that is growing in popularity on the global stage, and soon to be introduced to Africa. "Co-sourcing" is a new community-based approach to transportation management that connects shippers with multiple carriers creating a win-win scenario for both parties. By attending this presentation delegates will gain valuable insights into the pros and cons of outsourcing and insourcing, how co-sourcing works with an ROI model that can be used to evaluate this approach and what is required to design and implement a successful co-sourcing strategy.

Managing Transport Management Solutions Correctly – An Afrox Case Study

Andre Knoop, National Technical Manager, Afrox and Charles de Beer, Manager Client and Project Services, VSc Solutions, South Africa

There are a number of transport management solutions in the market today. These solutions are a combination of off-the-shelf and customised products. The presentation will provide an in‐depth look at the challenges Afrox faced, their reason for selecting this particular solution and a summary of the improvements that were made. The knowledge and experience shared in this presentation will provide attendees with insight into the value that can be achieved by implementing and managing transport management solutions correctly.

From Best Practice to Best Fit ‐ Why Supply Chains in Africa are Unique

Genevieve de Carcenac, Manager, Deloitte Consulting, South Africa

The goal of this presentation is to demonstrate that theoretical best practice supply chain operating models, used successfully in the developed world, are not always appropriate in remote African sites. Mining operations in three African countries inform the case studies used for the presentation. Key learnings are that operational context is critical in implementing an operating model for supply chain and that fit-for-purpose operational models will result in better alignment with multinational company strategy than striving toward generic global best practice.

How to eat the APO Elephant the African way! A South African SAP APO implementation success story with real benefits

Clemens Engelbrecht, Supply Chain Planning Manager, Afrox, South Africa

Modern day planning software implementations are typically scarred by project delays, budget overruns, data inconsistencies, lack of user acceptance, major operational upsets and are often unsustainable. SAP APO specifically has its list of horror stories. What elements will guarantee success in a planning software implementation? What are the pitfalls and what should be done differently to the convention to ensure success. What if your international holding company forces a specific template that might not be ideal for the South African environment? This presentation will answer these questions; show you what was done right and what can be further improved.

How to Plan, Schedule and Sequence for Demand Based Manufacturing

Michael D. Ford CFPIM, CSCP, Principal, TQM Works Consulting, USA

 This presentation provides attendees with the means to align their purchasing and production plans with market demand. It is based on LEAN concepts that minimize all inventories: raw materials (RM) work‐in‐process (WIP) and finished goods (FG). Michael will engage participants in hands-on examples that demonstrate the calculation of material flow from receiving parts, through sub‐assembly, and ultimately end item production. Attendees will learn:

• The concepts behind demand-based manufacturing.

• The requirements needed to execute flow.

• How to calculate flow rates for RM, WIP and FG.

• How to sequence mixed-model production (MMP) to match demand.

• An algorithm that effectively sequences MMP.

Note: participants will require pencils and calculators to perform the math exercises (or be good at math!).

Benefits of Managed Returnable Packaging in the Supply Chain

Eddie Fourie, General Manager:  Services, TrenStar, South Africa

Nissan Parts and Accessories (P & A) division provides aftermarket parts to Nissan dealerships, and awarded the packaging solution project to TrenStar SA (Pty) Ltd, an international provider of integrated logistics and asset management solutions. A four month packaging trial project, comparing returnable packaging VS cardboard boxes was concluded with four Global Nissan dealerships. This trial provided the necessary information required to implement a suitable returnable packaging solution for Nissan P & A, for its 34 Gauteng based dealerships in December 2011. The returnable packaging solution included the supply of 4 size variations of durable industrial type plastic bins with security features, as well as the unique identification of individual bins via a combination of permanently fitted barcode labels and RFID technology. Unique identification allows for individual packaging units to be tracked through all recording points in the supply chain (i.e. dealer dispatch, transporters, receiving points, etc.). Utilising TrenStar's world class Enterprise Asset Management system (EAM), an information management solution was also implemented to pro‐actively manage and report on the use of the returnable packaging between Nissan P & A and its Gauteng dealers.

Nigeria – the Good, the Bad and the Ugly

Alastair Gore, Customer Service & Logistics Director, Kraft Foods, South Africa

This presentation will provide you with an overview and an opportunity to reflect on your appetite for business in this country where 70% of the population live below the poverty line. The country clearly has its challenges and the presentation will hopefully challenge your thinking or at least give you an open and honest perspective on living and working in what is geographically and politically the largest, but also potentially one of the most important countries in Sub-Saharan Africa

Accelerating Broadband into Africa

Thinus Hermann, Managing Director, Barnton, South Africa

Telecommunications company, Plessey, stepped onto the supply chain maturity curve four years ago. With changes in technology and movements of network ownership, supply chain complexity was consistently heightened. The approach taken in successfully dealing with challenges arising from rapid growth within Africa provides the audience with a framework from which to prioritise supply chain improvements, through which to better realise their African business potential. As supply chain maturity continues to evolve, examples of positively impacting changes are shared. Supply chain maturity curve expert, Thinus Hermann not only presents impressive results such as halving delivery time from South Africa into countries including the DRC, Ghana, Gabon, Malawi, Rwanda, Uganda and Zambia, but how this was achieved. Interestingly, when Plessey accelerated onto the exponential portion of the curve, a cross trade supply chain from India into Africa had to be rapidly established. This presentation fleshes out important lessons that cannot be found in textbooks when it comes to supply chain management within this 'hit the ground running' context.

The Next Factory of the World? What Africa can learn from Asia in Manufacturing

Dr Chris Holmes, Head ‐ International, IDC Manufacturing Insights, Singapore

This presentation will draw on the development of Asian manufacturing and contrast the progression with that of African manufacturers. Using surveys and research conducted both amongst Asian and African manufacturing organisations, Christopher Holmes will explore how companies have developed, matured and adapted to the changing global environment, and what we can expect in the future. As African manufacturing develops, and competes on a global scale, the lessons learned by Asian manufacturers during their development provide interesting learning points for African manufacturers.

They Always Have My Size : A Case Study

Renée Jain, Central Planning Manager, Ackermans and Heidi Fischer, Regional Vice President Africa, Just Enough Software, South Africa

Ackermans, a leading retailer based in South Africa with more than 450 stores nationwide, needed to lower lost sales, drive up profits and enhance customer service. In order to achieve these objectives, the retailer sought easy‐to‐use and affordable technology that could help it overcome significant inventory management issues. Ackermans found the answer in JustEnough's Demand Forecasting solution. Today, the retailer has realized a 10 percent decrease in excess stock, a 5 percent increase in product sales, reduced lost sales and stock outs, as well as greater visibility into SKUs at all levels.

Where but in Africa?................Combating Fraud and Corruption in Petrochemical Outbound Supply Chain : a Case Study

Lucille Jansen van Vuuren, Executive Manager and Renaldo du Plessis, Senior Consultant, Volition Consulting Services, South Africa

This presentation deals with an international fuel and lubricants supplier's experience on what can happen when collusion is rife and transactional information is not available to be verified on a real-time basis.

Hype or Reality? Analysing Growth Opportunities in Africa

Victor Kgomoeswana, Associate Director & Senior Manager, Ernst & Young Advisory, South Africa

This paper presents the research work about the growth opportunities and the challenges of doing business in Africa. Two sides of the coin are presented – the hype or the reality – via an online tool that demonstrates the key issues of doing business in Africa. The supply chain perspective is also presented with key and challenging logistics corridors, intra and cross‐country issues, and language and cultural barriers. The research conducted with the country and industry leaders at the World Economic Forum about the perception and a challenge of doing business in Africa is also discussed.

Achieving Operational Excellence across Global Supply Chains

Gary Kilponen, Vice President - Operations, Cameron Valves & Measurement Board of Directors, Global Chair 2012, Supply Chain Council

Mr Kilponen will discuss Cameron's integrated approach to achieving operational excellence in global energy industry. He will specifically address the challenges of sourcing in low cost countries from an organizational and process perspective. Cameron is a leading supplier of flow equipment, systems and services to the energy industry.

The Strongest Contributor or the Weakest Link? The Role of People in Africa's Supply Chain

Dinesh Kumar, Senior Manager, KPMG, South Africa

The "people aspect" has not been acknowledged in optimising and enhancing supply chain performance. This aspect becomes more critical for the supply chains of Africa where the level of automation is minimal and the reliance on people is substantial. This paper presents the underlying principles of supply chains in the developing nations. The "people aspect" is presented in light of its importance for supply chain execution under different maturity profiles and its further optimisation. The paper also analyses the APICS OMBOK (Operations Management Body of Knowledge) model in lieu of this critical role for the people. Scenarios are presented with resolution strategies by virtue of a few real life examples and case studies.

Developing an Inventory management self-assessment tool

David Long, Director & Zeurika Savage, Consultant, Volition Consulting Services, South Africa

The ideas exchange session aims to provide the participants with a practical self-assessment tool to measure the systems and processes currently in use and to assist companies in designing the way forward. It further aims to provide a platform to further develop such an assessment tool to address all aspects within the broader Industry. Ideas Exchange Session

The Skills Gap in the Supply Chain Industry in South Africa

Rose Luke and Gert Heyns, University of Johannesburg, South Africa

The skills shortage in the supply chain industry in South Africa is much touted but under researched. The research conducted attempts to identify the skills sets typically required by supply chain organisations as well as those skills areas that are hardest to fill, thus identifying the critical skills shortages in South Africa. The study includes benchmarking with international trends, conclusions and identification of key areas for future research. 30 minute presentation

Africa Arise

Patrick Lumumba, Director/Chief Executive, Kenya Anti-Corruption Commission, Kenya

When Ghana's Kwame Nkrumah spoke his famous words, "Seek ye first the Political kingdom and the rest will come later", he must have meant that political independence was only a beginning that would enable African Countries to exploit their human and natural resources to realise socio-economic and political growth. However, over fifty years since those immortal words were spoken Africa still remains in the periphery – great in prospect notwithstanding the claim by some that the 21st century is here for the taking. Africa has many challenges and her success requires patience, persistence and perseverance. Professor Lumumba is optimistic that Africa will take her pride of place at the dinner table of human development for three reasons; first, the encouraging signs of growth and democracy in Africa itself; second, the constructive role of business investment in expanding Africa's economy; and third, the emergence of private-public partnerships in African business and social investing. Though it is often unheralded, African nations are making headway, socially, economically and politically. If Africa is to release her potential for the benefit of her sons and daughters she must arise and be active in all sectors in global affairs.

Project Logistics Excellence

Nicolé Mey, Commercial Director, IMPERIAL Online, South Africa

The logistics of moving data centres to Vodacom Data Centres while still maintaining Operational Effectiveness - The goal of the presentation is to share the case study of moving two Data Centres and to introduce the process/approach that was followed in delivering a strategic business change while still maintaining operational excellence. The project benefits and challenges of such an approach as well as the physical logistics that were required to move Data Centres that involved 4 locations will be shared. Operational managers are faced day to day to deliver new initiatives but do not have the luxury to freeze the organisation, apply the change and then unfreeze. They are required to deliver new initiatives while still continuing with operational excellence. The case study aims to take the fear out of In-Line operations projects.

Supply Chain Management – It's Uncommon Sense!

Alan L. Milliken CFPIM, CSCP, CPF, Senior Specialist – Supply Chain Education, BASF Group, USA

The world of supply chain management has become and is becoming more and more complicated and difficult to manage. The tools and techniques are advancing rapidly. Global supply chains are the norm. Common sense, knowledge we all have and value judgments everyone makes, is no longer a major input to supply chain management. In fact, the knowledge, skill and capability to succeed in today's supply chain world are too uncommon. Some firms do not have relatively common principles & tools in place. Many are not prepared for advancing technologies and global planning and execution. This presentation will help participants prepare to contribute effectively in today's supply chain world by providing examples of principles, tools and techniques that should be commonly applied at their firm.

Understanding the Perspective of the Customer to Create Marketplace Advantage

Sandra Miller CPIM, CIRM, X‐Stream Leadership Group, USA

To be a successful program or business, it is no longer enough to rely just on cost, schedule and quality. With Customers' increasing options, and their growing demand to "be in the know", a company cannot be successful with what has always worked in the past. A successful program must also focus on creating a positive Customer perception and learning how to team with their Customers. Based on informal research, here are some powerful ways to positively impact the perception of a Supplier from a Customer's point of view including teaming for success.

Zambia Sugar Case Study – Growing Capacity through a Sustainable Supply Chain Solution

Ian Milln, Executive: Supply Chain Management, Barloworld Logistics, South Africa

In support of Zambia Sugar's goals and strategy, Ian will give an overview of how the newly aligned supply chain model delivered on this business objective. A high‐level introduction into the Sugar Industry will be followed by a practical, real "war story" on how Zambia Sugar, in partnership with Barloworld Logistics, grew its market share in all 3 markets, increased its operating capacity by double whilst reducing total operating costs by 20%. Other key focus areas covered will be strategic supplier relationships, the impact of shifting some of the transport from road to rail, increasing visibility across the supply chain, employee engagement and skills transfer. By using core operating methodologies, some lean management principles and by instilling a culture of excellence and continuous improvement, the team has created a successful supply chain model that is easily replicable in other regions in Africa. A 2011 Logistics Achiever Awards winner.

e‐Learning in Africa: from Concern to Success Story to release Africa's potential : A Case Study

Herman Moolman, LMS and e-Learning Specialist, UTi Worldwide, South Africa

This very graphial presentation will focus on the concerns and problems people raise when e‐learning is identified as a learning solution. The presenter will follow this up by a brief overview of his research in illustrating how these concerns were addressed. The research will conclude with a graphical illustration of contributors or constraints of e-learning. The next section will address the implementation strategy in the smaller business (UTi Pharma) in 2007, followed by the implementation of a global LMS in 2010. Focus will be on the implementation of the LMS and e‐learning in Africa – emphasising the tentative start and current dynamic usage of the LMS to deliver online training to our continent.

Driving Innovation with Sustainable Supply Chain Management

Peter Murray CIRM, Programme Leader Sustainable Supply Chain Management, EI DuPont & Nemours, USA

By attending this presentation delegates will:

Discover opportunities by taking a supply chain perspective, identify downstream and life cycle challenges ahead of time.

Develop the solutions that will pay benefits along the supply chain and appeal to multiple stakeholders and end users by using the collaborative principles of supply chain management.

Deliver total supply chain solutions including the product, its attributes and performance along the supply chain as well as services to enhance the value to end users.

Collaboration Critical to Supply Chain Success

Darlene Nicosia, Vice President, Centre of Excellence and Procurement Franchise Leadership, The Coca-Cola Company, UK

The Coca-Cola Company's "2020 Vision" demands a doubling of its business globally. But leaders of one of the world's largest supply chains recognise they can't achieve those objectives alone. More active partnering up and down stream in the supply chain will be critical to Coca-Cola's future successes. The company's Supplier Relationship Management (SRM) program, put in place several years ago, establishes a framework of processes and tools that enable the company and its bottling partners to leverage supplier capabilities in the areas of innovation, sustainability, supply continuity, & productivity. Effectively tapping supplier expertise for shared value hinges on the key factors of aligned strategies, executive advocacy, disciplined management routines, and guiding principles. The company's most advanced partnerships leverage trust, shared risk and reward, and joint commitment to identify and collaborate on activities that create value for both suppliers and for Coca-Cola. Darlene's participation has been made possible by the Supply Chain Council.

Reverse Logistics – Corporate Cost or Competitive Advantage?

Craig Plowden, Managing Director, Reverse Logistics, South Africa

The presentation will take a look at whether reverse logistics or returns management is a necessary evil with no real benefit to the company or paying for the reverse logistics process, or whether there is indeed a strong competitive advantage for a company who effectively implements a reverse logistics strategy. Craig will present using both actual data and research data. The research data will be based on local and international research which will be massaged into a local context. The actual data will be provided from a company called Reverse Logistics (Pty) Ltd which is currently operating in the South African environment and specialises in the entire reverse logistics process. Specific company procedures and company results from our major client will be included in the data, which will add further debate to the topic.

Stick to the Schedule or You're Fired!

Tony Rice, Founder, Production‐Scheduling.com, South Africa

How Roadhog Trailers released potential capacity, and increased output by 50% in 3 months! Gary Reddon is the kind of gritty entrepreneur that South Africa needs. He employs 120 people manufacturing truck trailers, flatbeds, tankers, tippers etc., that sell for R300 000 to R400 000 each. The maximum output was 40 trailers a month, but he was convinced that there was capacity to make 60. As owner and manager of the business he implemented a production scheduling system himself, issued the warning "Stick to the schedule or you're fired!" and in the third month made 63 trailers for the first time.

Managing Global Supply and Risk: Best Practices, Concepts and Strategies

Llewellyn Roberts, Director of the "The IMPERIAL Supply Chain and Logistics Programme at The Gordon Institute of Business Science (GIBS)

In recent years, increasing numbers of companies have become aware that the marketplace encompasses the world, not just the country in which they do business. Alternatively, by developing export markets, firms have highlighted the need for effective supply networks throughout the world. This presentation will address key issues and topics that are essential to the local and global aspects of sourcing and risk management of both goods and services. Key focus areas of the presentation include:

The magnitude of global supply activity & key trends; Risk classification; Developing and testing risk mitigation strategies;

Understanding supply and risk management maturity. 50 minute presentation

 Integrated Supply Chain Management as a Catalyst for Organisational Transformation

Cobus Rossouw CSCP, Chief Integration Officer, IMPERIAL Logistics, South Africa

The extent to which Integrated Supply Chain Management can be leveraged to achieve organisational transformation is not understood well. Most supply chain professionals focus on the improvement of the supply chains of the organisation or at most, the value chains in which the organisation operates. Few professionals consider their potential impact towards the overall transformation of the organisation. Integrated Supply Chain Management is not often considered as an enabler for Change Management. This presentation will test the hypothesis that "Integrated Supply Chain Management is a catalyst for organisational transformation". The successful proof of the hypothesis creates an opportunity for supply chain professionals to broaden their aspirations to fundamentally reposition the business environment in which they participate.

Strategic Business Transformation through Total Business Profitability Management: From a Supply Chain Perspective

Mohan Sambandan, Executive, Volition Consulting Services, South Africa

Business Efficiency and Time-to-Market are the key critical success factors for the country / continent to be a competitive market player in the global market place against other BRICS countries. African firms need to have end-to-end supply chain profitability management (and visibility) to drive business efficiency and focus on a supply chain with the right mix of product, customer and location/region. Ideas Exchange Session

A practical application of using a Logistics Integration Centre (LIC) to Measure and Improve Distribution – A Case Study

William Sears, Technology Projects, IMPERIAL Distribution and Cor Nortje CSCP, Business Unit Manager, Volition Consulting Services, South Africa

The concept of a logistics integration centre (LIC) presents a model to structure enablers to achieve the above operationally and provides a platform for measurement and continuous improvement. This presentation offers a case study of the implementation of a LIC at IMPERIAL Distribution, its benefits, pitfalls and crucial learnings in several secondary FMCG environments.

Getting the Best from your People, Organisation Design and Behaviours

Lloyd Snowden, Associate, Oliver Wight, UK

The theme of this presentation is to give the audience a good understanding of the challenges that exist with people and where the company is from a Business Maturity perspective. It will touch on the need to understand organisation designs and the different challenges these bring to managing and leading your people. Leadership style, organisation design, business maturity and knowledge generate a certain level of behaviour; this presentation will flush out some of these key challenges and identify the ways to enable a culture and environment that supports the business direction and maturity.

Achieving ZERO unplanned STOPS (ZupS) in a Manufacturing Environment

Alan Tait, Managing Director, Pragma, South Africa

The goal of the presentation is to introduce the process one follows to achieve ZERO unplanned STOPS (ZupS). ZupS is geared towards improving the efficiencies and reducing costs associated with manufacturing organisations. The presentation will guide the attendees through the steps from the initial assessment to the collection of data to the focussed improvement process. The key learnings will be through the case studies discussed at each step where practical examples will be shown

Maintaining a Balance in Your Life – Strategies for Work Life Balance

Ogunfayo Temitope CPIM, Group Manager, Procter and Gamble, Nigeria

This presentation will expose all participants to profound, but very simple, well tested and proven strategies to maintain a healthy Work Life Balance. Supply Chain practitioners will, of course, be able to improve their productivity if they enjoy a better work life balance. Then and only then, will they be able to unleash their full potentials.

Release your potential in a Supply Chain Management Career

Ken Titmuss CFPIM, CSCP, Owner, Kent Outsourcing, South Africa

There is no doubt that there is a dire shortage of well trained and educated supply chain people in the world, and particularly in Africa. This paper sets out to encourage people to seriously consider enhancing their career in supply chain management and how they might embark on that daunting, 'never-ending' journey. In addition, they will better understand how SAPICS and APICS can assist them along their chosen career path within the broad scope of supply chain management.

Logistics Infrastructure and Strategy Drives Sales and Growth and Market Share

Marnus van der Merwe, Business Analyst, MTN, South Africa

Exponential growth of mobile devices in the telecommunications industry has placed extraordinary pressures on the service providers and getting the right product to the right customer at the right time. This incisive case study presented at the 2011 Logistics Achiever Awards exhibits how MTN SA achieved exceptional customer experience leveraging the back bone of a distribution solution geared for growth and enablement function for multiple sales channels.

Inventory Optimisation at batch and expiry level – an African Innovation

Selven Naicker, National Inventory Control Manager, UTi Pharma, Jamie Wates, Director – Solutions Africa, UTi and Leon Beetge, Managing Director, Optimatix, South Africa

Organisations are faced with a number of business challenges that impede inventory optimisation and restrict growth. During this presentation the presenters will share their learnings and experiences gained from the innovative design of a replenishment solution that overcomes a number of business challenges in the Pharma industry, in particular Batch & Expiry. This is a real life case study that details how local (African) inventory optimization and advanced planning system expertise were utilised to innovate a solution that has added significant value to UTi Pharma and their clients.

The Financial Impact of Supply Chain Operations

Carli Venter, Senior Business Analyst, Barloworld Logistics, South Africa

The introduction to the presentation describes the role of supply chain management in strategy and in creating competitive advantage in organisations. In the body of the presentation a link is created between known and accepted supply chain performance measurements and their impact on the "bottom line". We also introduce a supply chain metrics hierarchy that we believe will alter the emphasis of supply chain management to focus on absolute performance and profitability. To illustrate the application of the hierarchy we consider the retail industry and demonstrate the value that could be created if supply chain decision-makers have a financial focus.

RFID : Container Management

Marelene Weitz, Manager : Projects and Packaging, TrenStar SA (Pty) Ltd, South Africa

Ecolab is the global leader in water, hygiene and energy technologies and services, focusing on a wide array of cleaning and sanitation needs for customers all over South Africa. Due to an overwhelming amount of flow bins that went missing in the past year (±700), Ecolab had to put a system in place to track and manage ±350 flow bins (IBCs) between its 24 sites using RFiD and barcode technology. By attending this presentation you will learn how Ecolab, partnering with TrenStar, implemented a solution which provides 100% visibility of all Ecolab's flow bins. The outcome of the project enabled Ecolab to track the cycles of their flow bins, receive effective reporting on the location and aging of their containers at various sites.

Prof Nick Binedell, Director, Gordon Institute of Business Science, South Africa

The opportunities and challenges facing individual business leaders, the challenge for companies to develop an effective strategy and the environment in which they operate are currently undergoing a very significant strategic change. This talk will explore at the personal, organizational and country level, many of the dynamics that are reshaping the landscape of business which has direct implications for the business strategy and those who lead it. The shift of economic growth from the North West to the South East, the rise of the internet economy, competitiveness of dynamic companies and countries, and the challenge to business about its relevance, the pressure of the sustainable development agenda, are all powerful forces reshaping the landscape of the world we work and live in. The session will give an overview of these change processes and their relevance to South Africa.

Nick Binedell is the Director of the Gordon Institute of Business Science (GIBS). In 1998 he was invited to establish a new business school focused on meeting the individual and corporate needs of business in South Africa. The Gordon Institute of Business Science was opened in January 2000. GIBS has rapidly established itself as a leading business school in South Africa with a strong focus on partnering with leading South African corporates and providing a high level of local and international business education. Nick’s academic qualifications include a PhD from the University of Washington in Seattle, an MBA from the University of Cape Town. He is a Fellow of the Royal Society of Arts. His area of expertise is in the field of business strategy formulation and his academic and consulting work, although dominantly in South Africa, includes work in the United States, Europe and Australia.

Dr Jack Bacon, Futurist, USA

One can always find a human lost in the wilderness by looking for a straight line. We build along straight lines, we walk along straight lines, and we plan along straight lines too. Humans generally try to reduce all trends to linear plots (resorting to logarithms if necessary to straighten out a curve), because that’s the easiest way to pattern our lives and to predict our future. Almost all our models of human behavior are handled in what computer analysts call “linear programs”. However, in our persistent tendency to linearize the world, we lose our ability to predict the colossal impact of highly nonlinear changes that Malcolm Gladwell has dubbed “tipping points.” Futurists and stockbrokers work to understand the first hints of trends that will take humanity in new directions, and at new rates. In a world that is changing demonstrably faster than in previous times, modern leaders must be prepared to jump as fast or faster than the world does. Those who are ahead of the curve have the potential to lead, to survive and to thrive in chaotic times. In this presentation, we will explore how to spot the nonlinear trends early as they begin to emerge from the status quo, and we will look at many of the major new trends that will shape the second decade of the 21st century.

Bacon is an internationally-known motivational speaker, a distinguished lecturer (emeritus) of the American Institute of Aeronautics and Astronautics (AIAA), and one of the most requested speakers in the world for topics concerning technology and the factors that shape human society. A noted futurist and a technological historian, he has written three popular books entitled "My Grandfathers' Clock," "My Stepdaughter's Watch," and “The Parallel Bang,” with many thousands of copies sold of each. A fourth: “Killer Apps for the Green Global Village” is in the works. In his daily work, he is on the management team overseeing the construction and operation of the most complicated technical project in history: the International Space Station.

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Simon Jacobson, Research Director, Gartner, USA

The goal of a Demand Driven Value Network (DDVN) is to profitably meet customer demand in a predictable and repeatable fashion.  Achieving this balanced excellence requires tight linkage between enterprise processes that are coordinating supply and demand-and manufacturing-to close the feedback loop between what an organization plans to produce and what the end result becomes.  Organizations are under pressure to reduce costs in the face of product complexity, shorter product lifecycles, and increased regulatory compliance while striving to achieve future growth. Although companies apply a broad range of supply chain strategies to address these challenges, success is ultimately incumbent on manufacturing's ability to keep up with dynamic supply chain objectives.  A fundamental redefinition of the role that manufacturing needs to play in today's supply networks, underscoring the need for a paradigm shift to new metrics and continuously adaptable business processes that enable demand-driven manufacturing and agility.

Simon Jacobson is responsible for Gartner's coverage of manufacturing operations. He researches and works closely with clients on current and future manufacturing strategy; IT and business process architectures, metrics, and provide insight and best practices and insights. He examines specific functional capabilities such as manufacturing execution, enterprise integration, operations intelligence, and quality management. Mr. Jacobson is frequently quoted in the press and presents often at industry events on such topics as Manufacturing 2.0 and Global Quality.

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Dan Gilmore, Editor, Supply Chain Digest, USA

What are the key supply chain trends that will drive strategy and investment over the next 3 – 5 years? Supply Chain Digest Editor Dan Gilmore discusses these power trends and how they will impact supply chain practitioners across the globe.

Dan serves as Chief Editor of Supply Chain Digest. He has a 15-year career in the supply chain industry, most recently serving as Sr. Vice President of Marketing and Strategy for RedPrairie. Prior to that, he was the chief supply chain analyst at META Group, the IT industry’s second largest research and advisory service. He has also held management positions at Pitney Bowes and NCR Corp. He is known as one of the supply chain industry’s knowledge leaders, and has written dozens of articles for major trade publications and spoken at dozens of industry shows and seminars. Mr. Gilmore has an undergraduate degree in journalism, and an MBA in Marketing.

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Alan Milliken CFPIM, CSCP, Business Process Education Manager, BASF Corporation, USA

BASF, the world’s leading chemical company, has been on the ERP (SAP) journey since the early 1990’s.  This presentation will share the answers they have developed through hands-on learning and their efforts to continually improve supply chain processes.  As the ERP evolution continues and firm’s look for ways to leverage the software in gaining a competitive advantage, many opportunities arise.  Key decisions have to be made.  Ultimately, the ERP system should contribute to better bottom-line results including improved service, reduced costs, and lower inventories.  It is however the “enabler” in the trilogy of operations excellence (People-Process-Technology) and not the primary objective.  Applying state-of-the-art planning & execution technology in an environment of poor processes and unprepared people can and does have disastrous results.

Mr. Milliken has been Manager of Business Process Education at BASF since January, 2008.  He previously served as a Business Process Consultant at BASF for 14 years.  Alan has been an APICS instructor since 1995.  He teaches all CPIM courses and CSCP.  Before becoming a consultant and educator, Mr. Milliken worked at major plant sites for 22 years. Alan was assigned to BASF Mexicana in 2004/05 to help improve supply chain management.  In addition to teaching and consulting internally he served as a guest professor at the University of Panamericana in Mexico City teaching Operations Management at the fifth semester level.  He served as one of the original Subject Matter Experts (SME) that created APICS Certified in Supply Chain Management and the IBF’s Certified Professional Forecaster programs.  In 2010, he served as a SME to update both the MRP and ECO courses for the APICS CPIM program.  He has been published in many magazines and several textbooks.

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Dr Lisa Lang, President, Science of Business, Global Marketing Director, Goldratt Consulting, USA

Theory of Constraints has a number of tools for improving operational performance.  Typically the  improvements are substantial enough that a competitive advantage is created.  The next step, of course, is to sell that competitive advantage.  That's exactly what a Mafia Offer is for.  In this presentation Dr Lisa will discuss what it takes to create and execute a Mafia Offer that can lead the way to futuregrowth.

“Dr Lisa” Lang is the foremost expert in the world at applying Theory of Constraints to marketing and the inventor of the Mafia Offer Boot Camp.  She served as the Global Marketing Director for Dr. Eliyahu Goldratt’s Goldratt Consulting and is a founding member of TOCICO and is on their Board of Directors.  In addition to being the marketing guru Dr Lisa has been described as the Theory of Constraints expert who makes TOC understandable and actionable helping companies with what SPECIFICALLY -- to go and do -- to dramatically increase their profits with her speeches, consulting and affordable on-line programs.  Dr Lisa is the founder of the Science of Business.

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Prof Patrick Lumumba, Director/Chief Executive, Kenya Anti-corruption Commission, Kenya

This paper explores the origins of corruption in Africa, examines its causes and effects and proposes practical solutions that can be considered to reenergize the fight against corruption, improve governance, renew growth and set the continent on the path of sustainable development.

Professor Lumumba is an advocate of the High Courts of Kenya. He is one of the Trustees and the Executive Director of the African Institute of Leaders and Leadership, Nairobi, Kenya. In the last four years (2002-2005) Prof. Lumumba served as Secretary (CHIEF Executive) of the Constitution of Kenya Review Commission, the body that was mandated to collect Kenyan views and prepare a draft Constitution for deliberations at the National Constitutional Conference. He received his L.L.B and L.L.M degrees in Law at the University of Nairobi followed by a Ph.D in the Law of the Sea at the University of Ghent in Belgium. PLO Lumumba is a renowned legal practitioner recognized by peers as a leading litigator in Constitutional Law and Judicial Review Cases.

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Johan Louw

Mungo Park

Johan Louw, Subject Head: Logistics- and Supply Chain Management, Stellenbosch University, South Africa
Mungo Park, Regional Vice President – Consumer and Retail, UTi, South Africa

The lack of supply chain benchmarking figures for the Southern Africa region have been voiced by numerous organisations/industries as a major concern. Although the annual supplychainforesight and State of Logistics reports for Southern Africa have addressed many supply chain and logistics management issues, there is still a void related to quantitative supply chain benchmarking information for this region. The Supply Chain Council, Department of Logistics at Stellenbosch University and the retail industry (brought together by UTi) has started this exciting journey in quantitative supply chain benchmarking for Southern Africa.

Johan is the Subject Head for Logistics Management at the Department of Logistics; Stellenbosch University. He holds a BEng (Industrial), an MBA and a PhD in Logistics. He teaches in the Logistics and Supply Chain Management programme, and supervises the research of postgraduate students. His research interests are supply chain strategy, planning, design, competency development and performance management. Johan initially started as an Engineer in the Petrochemical Industry and has extensive experience within the fields of Industrial Engineering, Maintenance, Engineering & Performance Enhancement, Production Management & Planning, Business Development, and Logistics. He later changed his career to specifically focus on Logistics and Supply Chain Management. Although he only recently made the career change from the business world to academia, he is still actively involved in industry via leadership/advisory positions for SAIIE, ECSA and the Supply Chain Council.

Mungo has been with UTi for nine years and is the Regional Vice president  for Consumer and Retail in Africa.  He has been actively involved in developing supply chain solutions for retailers and has been involved in the improvement in the supply chain and logistics operations of a number of retailers and suppliers.  Prior to joining UTi, Mungo spent twenty years at IBM where, for a number of years, he ran the Travel and Transport Industry Solution Unit, working with clients in the logistics and supply chain industry, primarily involved in the sale and deployment of  information technology solutions to 3PLs and 4PLs.

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Nick Paul, Director – Strategic Communications, Trade Intelligence, South Africa

Much has been written on the arrival in South Africa of the world’s biggest retailer. In this short, incisive presentation, attendees will receive the practical tools they need to start capitalising on the arrival of Walmart from Day 1 and into the future. Attendees will leave with:

• An understanding of Walmart and how they operate
• Practical insight into how Walmart will impact your business and opportunities for growth

The green dot signifies a presentation that is aimed at Introductory level i.e. general enough for anyone in that “space” to understand – would this be correct?

Nick Paul is a founding partner and Strategic Communications director of Trade Intelligence, the leading provider of intelligence and insights into SA’s FMCG Wholesale and Retail Trade. He manages several industry publications, aimed at diverse readership, from independent traders to senior executives in the industry, and is the editor of the popular Trade Tatler, a weekly online digest of industry news. Nick has written extensively for many of SA’s major titles, including Leadership, Noseweek, the Sunday Times and The Mail and Guardian. He has also worked extensively in strategic brand communications, with a focus on corporate and FMCG accounts.

Rodrigo Cambiaghi, CPIM, President and COO, Axia Value Chain Inc, USA

Rodrigo is currently the Chief Operating Officer for Axia Value Chain in North America. Currently pursuing a PhD degree in Supply Chain Management at Laval University in Quebec, Canada, Rodrigo has spent the last 13 years as a consultant, researcher and practitioner in the Supply Chain Management arena. He has conducted large supply chain transformation projects in countries such as Brazil, Canada, Germany, Italy, Mexico, Slovakia and in the U.S. As a supply chain practitioner, he has worked for companies including the German auto-manufacturers DaimlerBenz and Volkswagen. Rodrigo is the author of articles in international journals and co-author of the book “Dynamic Supply Chain Alignment” (Gower, 2009).

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Brian Maskell, President, BMA inc, USA

Lean is a different way of managing your business. Just as new methods are needed in production, supply Chain, planning and engineering, new lean methods are also needed in your measurements, accounting, and decision-making systems. In this presentation we will look at the key changes required to develop a truly lean management system to drive improvement and prosper your company.

Brian is the President of BMA Inc. and has more than 30 years experience in the manufacturing and distribution industry.  He has held a variety of management positions from the shop-floor of an electronics company to Manager of European Inventories for the Xerox Corporation to Vice President of Product Development and Customer Service of the Unitronix Corporation. Over the past fifteen years Brian’s consulting practice has taken him to many manufacturing and distribution companies in the United States, England, Mexico, Australia, South Africa, Europe, and the Far East.  He has assisted these companies in implementing advanced manufacturing techniques, including: lean and agile manufacturing, logistics and supply chain management, lean accounting, value-stream costing/management, new performance measurement, process re-engineering, enterprise information systems, and total quality management (TQM).

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Marc Austin, Senior Account Executive, Fortna Inc, USA

Attendees will review the purpose, value and construction of a viable business case to help drive the correct business decisions. The workshop on Building a Business case is focused on helping clients understand the importance of not just viewing potential investment justification as a basic ROI exercise. Risk, alternatives, business purpose/priority need to be addressed from the viewpoint of the key decision maker providing information which will allow the appropriate action to be taken. Discussion will begin and the purpose for this type of analysis and follow through to the point of construction of a final presentation.

Marc has over 20 years of supply chain experience focusing on improving operations and helping clients solve problems. Known by partners as a strong agent of change, he has worked with many as a catalyst helping to drive supply chain transformations. During a career spanning over 12 years with Fortna he has been involved with clients in retail apparel, discount retail, footwear, grocery and the entertainment verticals. Optimization and waveless/continuous operations methodologies have been one of his passions over the last 10 years. As a representative of Fortna, Marc currently also participates as a member of Sony DADC’s executive steering team in a key advisory role.

Dion Hodgen

Ryan Hilligan

Dion Hodgen, 3PL Manager, Nike SA, South Africa
Ryan Hilligan, General Manager Supply Chain Management, Barloworld Logistics Africa, South Africa

In 2007 Nike SA recognised its competitive advantage would come from an agile supply chain enabling it to grow market share and successfully execute at major soccer events in SA in 2009 and 2010. Critical to the success was to build a customized warehouse and distribution facility which is referred to as a customer service centre. Barloworld Logistics was awarded the opportunity to design, build and operate the facility. All objectives were achieved and exceeded and resulting in input into Nike’s global framework. The presentation will also cover the more recent activities planned to “Write the Future” for Nike SA.

With a financial background, Dion Hodgen moved into the Supply Chain field in 1994 within the Grindrod Group. With responsibility for the IT department, he developed a specific passion for the design, development and implementation of new solutions to enable value add through supply chain execution. After 6 years abroad with NYK Logistics in Australia heading up their Logistics Solutions team, Dion returned to South Africa in 2008 to take up the 3PL Logistics Manager role for Nike South Africa. In this role, Dion has been responsible for leading the transition of the local Nike logistics operations to their new 3PL Partner, Barloworld Logistics to support the overall Nike business strategy.

Ryan Hilligan is currently employed by Barloworld Logistics as the General Manager on the Nike contract. Ryan has a tertiary background in Industrial Engineering and has spent a large part of his career in the consulting environment implementing productivity improvement initiatives. Ryan joined Barloworld Logistics in 2003 and primarily focus on implementing inventory optimisation solutions before moving to Dubai to assist in the start-up of their Middle East operation. Together with Nike, Ryan has recently presented the Platinum Award winning case study in the Logistics Achiever Awards outlining the approach, challenges, achievements and accolades of the project from green fields to World Cup success.

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Hans Ehm, Head of Supply Chain Innovations, Infineon Technologies AG, Germany

Global supply chain operational excellence is a competitive advantage for customer oriented high-tech and semiconductor companies. Besides being agile, adaptable and aligned to master the volatile market sustainability is a key challenge. Successful examples to manage those challenges are shown: Processes and global internal and academic education based on SCC SCOR Model, Mathematical Tips based on OR methods and best practice in Master Data Management and integration of best of breed IT Tools. An outlook on hot topics like end-to-end approaches for sustainability, serious games and emotional intelligence trainings will be shown from this several award winning supply chain organization.

Hans is Principal Supply Chain of Infineon Technologies AG and their responsible for supply chain innovations. He holds degrees in Physics from Germany and a Master in Mechanical Engineering from OSU/US. His department runs Semiconductor supply chain science centres in Ireland (Dublin) and Singapore. In his 25 years of experience in the Semiconductor Industry he was granted managing and consulting Positions at Wafer Fabrication, at Assembly & Test and for the global Supply Chains.  Hans is also Board member of CamLine Holding AG an IT company providing software for supply- and quality chains and is member of the European leadership team of the Supply Chain Council.

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Andy Chapell, Head of Supply Chain Capability – Marine and Technology Division, Babcock International Group, United Kingdom

Babcock International Group plc is a major UK-based engineering support services company focused primarily on the heavily regulated public sector.  It is one year into a 15-year arrangement with the UK Ministry of Defence to deliver availability of the Royal Navy’s ships and nuclear submarines.  Underpinning this is a significant transformation programme. In 2009, as part of this programme, Babcock conducted a detailed diagnostic of its supply chain management capability in order to understand its ability to support future business requirements.  A team was pulled together from subject matter experts across the enterprise, and the Supply Chain Operations Reference model (SCOR) was selected as the basis for the diagnostic analysis. This presentation and accompanying paper gives an insight into the diagnostic process and highlights, from a practitioner’s perspective, the key successes and challenges of a SCOR deployment.

Andy has wide supply management experience throughout the Defence enterprise. Andy is currently Head of Supply Chain Capability for Babcock’s Marine & Technology Division where he is responsible to the Board for the continuous improvement of this key business capability.  He is also the Babcock lead for the Defence industry’s Supply Chain 21 and Sustainable Procurement programmes. Andy is a certificated consultancy practitioner and has an MSc in Logistics and Supply Chain Management from Cranfield School of Management. He lectures on a number of Defence Academy supply chain management courses, and has presented at many conferences and seminars on a range of subjects related to complex equipment support.

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Delme Thomas

Dewald Oppermann

Warren Brusse

Delme Thomas, Managing Director, Primador (a PG Group Company), South Africa
Dewald Oppermann, CSCP, Business Unit Manager: Technology Enablement, Volition Consulting Services, South Africa
Warren Brusse, Business Unit Manager: Supply Chain Business Unit, Volition Consulting Services, South Africa

The current dynamic macro economic conditions have placed increased pressure on companies’ supply chains. Since excess inventory not only ties up working capital, but often masks other poor behaviours within the business, its reduction & more effective management was identified as a key focus within Primador, a PG Group company. The paper explores the initiatives identified and undertaken to improve and sustain the inventory status within the company: Liquidating identified excess inventory to improve working capital and realise targeted value at stake; Formulating optimal inventory targets based on key drivers in the supply chain. Furthermore, it is deemed necessary to support these improvement initiatives with metrics and measurement to create visibility. To this end, this paper explores the process of implementing supply chain visibility and measurement in the PG Group (in general), and focus specifically on the implementation and enablement of the Inventory Quality Ratio (“IQR”) measurement within the group.

Delme hold a B.Soc.Sc obtained at the University of Natal. Delme is currently the MD Aluminium PG Group, focusing on Primador which has manufacturing operations in Babelegi, Durban, PE and Cape Town, His experience ranges from manufacturing operations to the retail environment.

Dewald holds a BCom (Informatics) degree obtained at the University of Pretoria and is a certified supply chain professional (CSCP) (SAPICS). He is currently a business unit manager of one of the Technology Enablement business units in Volition Consulting Services, a company focused on supply chain design and implementation. With experience spanning many industries (from Automotive, financial services, FMCG and glass products), Dewald and his team specialize in system integration (weaving together the disparate elements of a supply chain technology strategy), as well as defining, designing and developing supply chain visibility solutions.

Warren holds a BSc Eng (Civil) degree obtained at the University of the Witwatersrand, a M Eng in Engineering Management obtained at the Rand Afrikaans University (now know as the University of Johannesburg) and is a certified supply chain professional (CSCP) (SAPICS). Warren is a currently a business unit manager for one of the supply chain teams in Volition Consulting Services, which focuses on supply chain design and implementation. Warren specialises in supply chain and business assessment, decision support and operational improvement. His experience is across a number of sectors of the economy, including fast moving consumer goods, logistics, glass products, automotive, property, construction, steel and aluminium.

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Ryan Hollander, Manager, KPMG, South Africa

KPMG assisted a South African energy company to identify, quantify, test and refine cost reduction initiatives in the area of logistics. This approach delivered a simple, yet powerful operating model for the logistics division. Through segmentation of the customer base, the logistics division were able to differentiate and align service levels to reflect the strategic importance that the customers deliver to the organisation. Combined with some additional strategies this segmentation resulted in a cost reduction of 15% to the logistics cost base. This case study demonstrates how savings can be achieved by effectively segmenting a company’s customer base to align logistics costs on a fit-for-purpose basis..
Ryan holds a Masters degree in Logistics from the University of Johannesburg. His Master’s dissertation analyzed the use of technology in improving ones distribution operations. Ryan has a great deal experience focusing on distribution optimisation and has customised and managed the implementation of distribution management and optimisation software into numerous organisations. Ryan’s core skills and experience lies within supply chain optimisation initiatives, which include development of supply chains, best practice development, process re-engineering and analysis, benchmarking and research, strategic analysis and development and development of implementation strategies and plans. Ryan is currently a manager at KPMG and his main focus is supply chain improvement and optimisation.

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Dr Dinesh Kumar, CPIM, CSCP, Senior Manager, Ernst & Young Advisory Services Limited, South Africa

The governance in supply chains has never been dealt with a great degree of confidence. This has become an increased burden on the supply chains when the geographic boundaries are been crossed, and supply chains are becoming customer focused. International regulations and requirements play a lot of role in determining the requests for governance for global supply chains. This paper discusses the supply chain governance in emerging economies, focusing on the governance principles such as adherence to regulations (national and international), process and technological visibility and integration, and compliance to the best practices.

Dinesh is a Senior Manager with Ernst & Young Advisory Services Limited, based in Johannesburg, South Africa. Dinesh has more than 13 years of projects and research, pre-sales, business development, client relationship, tendering, presentations, implementations, consulting, training and business unit inception experience in Supply Chain Management. In his capacity as manager, Dinesh has successfully executed numerous supply chain projects in Europe, Africa and APAC regions. Dinesh holds a CPIM and CSCP APICS qualification and has a bachelor’s degree in Chemical Engineering and a master’s degree in Industrial Engineering and a doctor of philosophy in Supply Chain Management at WITS Business School. Dinesh is a guest faculty advisor for operations management at IIITM (India) and UJ (SA).

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Simon Jacobson, Research Director, Gartner, USA

The goal of the Demand Driven Value Network (DDVN) is to profitably meet customer demand in a predictable and repeatable fashion.  Manufacturing is a critical component of the DDVN.  Inability to connect and contextualize manufacturing's performance with that of the supply chain only drives disconnected, isolated priorities that support functional or local metrics versus rewarding the right end-to-end value network behavior.  This session will focus on research based conclusions for identifying the right metrics, aligning manufacturing and product supply, and which organizational roles should own them and how to build measurement aptitude.

Simon Jacobson is responsible for Gartner's coverage of manufacturing operations. He researches and works closely with clients on current and future manufacturing strategy; IT and business process architectures, metrics, and provide insight and best practices and insights. He examines specific functional capabilities such as manufacturing execution, enterprise integration, operations intelligence, and quality management. Mr. Jacobson is frequently quoted in the press and presents often at industry events on such topics as Manufacturing 2.0 and Global Quality.

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Dr Tathagata Dasgupta, Managing Partner, Xavor Consulting & UC Irvine, USA

The Home Video Business generally works as if it is a Consumer Packaged Goods industry that serves the Retail Market through Vendor Management Inventory (VMI) arrangements with major customers and non-VMI Order based distribution strategy for non-VMI customers. However, the ‘catch’ is that if sell-through is lower than expected the Studios are responsible for accepting 100% of unsold items as returns. Therefore, the risk of high shipment, holding, transportation, carrying, and obsolescence costs need to be balanced against high stock out costs. Dr Dasgupta worked with a studio in Southern California in helping them map their upstream and downstream supply chains and through an iterative method, implemented SCOR model metrics defined under these unique business conditions as Perfect Order Fulfillment, Order Fulfillment Lead Time, Demand Management Accuracy, Supply Chain Flexibility and Total Supply Chain Costs.

Dr. Tathagata Dasgupta is a Management Consultant and Leader with a focus on Strategy and Execution and is passionate about finding new synergies with areas unexplored where proven ideas from multiple disciplines could be applied with a potential to generate a tremendous amount of value as organizations undergo transformation. Dr. Dasgupta is associated with UC Irvine and Peter Drucker School of Management as Adjunct Professor of Management, and is also an EVP and Partner in Xavor Consulting, a management consulting firm based out of Irvine, California. Dr. Dasgupta's areas of interest and expertise are: Strategic Management and Leadership, Organizational Modeling, Organizational Transformation and Alignment, Knowledge Management, Quantitative Business Analysis, Demand and Supply Chain Management and P&L Management.

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Andy Coldrick, Partner, Ling-Coldrick, USA

Many companies have implemented S&OP assuming that their business strategy is Operational Excellence. However operational excellence is not a strategy, it is a discipline that is imperative but not sufficient. Andy will show that aligning S&OP to strategy and the future portfolio leads to a tailored approach to S&OP, resulting in probable leadership changes, a range of numbers, more cross-functional collaboration, a more strategic slant on scenario analysis etc. There will be several client examples, particularly illustrating the role of innovation and strategic marketing. He will also show the power of a Right-to-Left approach to successful implementation.

Andy Coldrick is a partner of Ling-Coldrick. Dick Ling created S&OP, and he and Andy have collaborated on its advancement for 25 years. They help businesses all over the world maximize S&OP’s potential to generate more cash and increase profits. Andy was President Oliver Wight EAME 1990-2000, and President of StrataBridge 200-2008. He now lives in the United States, educating and consulting on using S&OP to execute strategy. Andy and Dick recently co-authored ‘An Assessment Guide for Maximizing S&OP Benefits in Executing Strategy’.

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John Sells, Chairman, Supply Chain Council, USA

As the US Department of Defense (DOD) continues to evolve the concept of Performance Based Logistics, the Defense Industry strives to expand the boundaries of supply chain management to drive best value from an end-to-end perspective. One key aspect in achieving this objective is by deploying maintenance, repair, and overhaul (MRO) strategies for weapon systems and commodities that optimize the industrial base. MRO in the defense industry is a unique process: Material flow complexity, supply and demand dynamics, and technology considerations are fundamentally different than what typical supply chain management addresses. Discussions will focus on the key drivers for supply chain returns that drive maintenance, repair, and overhaul actions, key differences between forward and reverse logistics for MRO business modeling,  and how SCOR is being used today within the US DOD.

John currently serves as Chairman of the Supply Chain Council, a global, non-profit association that established the Supply Chain Operations reference-model (SCOR), the most widely accepted framework within industry and the US DOD for evaluating and comparing supply chain activities and their performance. John actively supports the US DOD in policy development and process engineering, currently working on developing supply chain operational strategy processes that converges SCOR with the US DOD Product Support Business Model policy.

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Stephen Shiffer, CPIM, Senior Supply Chain Consultant, Netstar-1, USA

This presentation will provide attendees with an understanding of how material flows can be improved and how changes to material flows can impact plant operations.  Key learning points are: know when you need a new value stream vs improving the current one, design assembly operations and material flow together, trust the principles of lean flows when making change and how process variability impacts operations.

Steve’s career in supply chain management spans 30 years with TRW, Cummins, Warner Bros and Volvo.  He has seen industry solutions change dramatically. He is currently a Senior Supply Chain Consultant with NEtstar-1 and was a Project Manager with Volvo Powertrain prior to that.  He has been a Director of operations, materials manager and Principal in a consulting firm.  Steve has lived and worked in Europe several times and has managed projects that spanned five continents.  Steve was an early adopter of Lean Manufacturing, having started over 20 years ago. Steve has a degree in Anthropology and Economics from Brockport University and has done post-graduate work at Penn State University and D’Youville College.

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Olajide Adetunji, West Africa Demand Manager, Procter & Gamble Nig Ltd, Nigeria

How do you move an organization from lack-luster performance to acceptable/sustainable performance within the same operating environment? This story is about how this happened in an MRP organization. You will learn how we recognized the perceived operating strategy the people work with and how we turned it around to get the desired result. The ultimate aim is to inspire you to give the same focus to the people who execute your SCM processes as you do your Kanbans, takt-time, lead-time, planning time fences, Bill-of-materials  and other SCM terms that give us bragging rights as SCM professionals.

Olajide graduated from the University of Ibadan in Industrial Engineering and later on studied Managerial Psychology at Masters Level. He started his career with P&G in an assignment that represented his university dream; being a supply chain expert; where he had the chance to practice his Industrial Engineering skills and knowledge. Olajide have handled inbound logistics and started the Ibadan Plant Spares Supply process. Thereafter Olajide moved into Supply Planning in which he is responsible for total Site RPM Planning and Customs Logistics. Olajide is currently the Demand Manager and is responsible for total company volume forecasting processes.

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Colin Cox, Sales & Marketing Manager, CHEP, South Africa

‘Green’, ‘environmentally friendly’, ‘sustainable’ are all words that dominate our strategic discussions and plans. In this paper we shall discuss the project undertaken by CHEP South Africa and Toyota Parts & Accessories to replace cardboard in Toyota’s existing supply chain and detail how CHEP introduced RFID technology to ensure that the returnable packaging solution implemented at Toyota P&A did not result in exorbitant hire costs or losses.

Colin is the Sales and Marketing Manager for CHEP’s Technology Services team and is responsible for delivering technology based solutions to existing and potential customers within CHEP’s existing markets as well as identifying opportunities in new markets. Colin is a six sigma green belt and has worked for CHEP for 15 years in various customer support, customer service, sales and information technology roles. His exposure to a range of CHEP and customer operations within various industries allows him to apply a unique set of skills to deliver specifically designed supply chain solutions to CHEP and its customers.

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Abrie de Swardt, Marketing Director, IMPERIAL Logistics, South Africa

By measuring ‘extra distance’, logistics practitioners can make better, more informed decisions relating to impactful transportation strategies that will in practice, eliminate waste within the supply chain, from resource deployment to unnecessary routes and fuel consumption. When comparing the ‘extra distance’ data gathered over an 18 month period IMPERIAL Logistics and its customer have proved that by working jointly it is possible to simultaneously achieve economic and environmental benefits. The ‘extra distance’ case study showcases a successful supply chain management balancing act.

Abrie holds the position of Marketing Director at IMPERIAL Logistics and has over 20 years experience in the field of Supply Chain Management, including Manufacturing, Procurement, Warehousing and Distribution. He has been involved in various Supply Chain Optimisation initiatives during his career and amongst others led the Simba logistics team to be awarded the “Most Outstanding Supply Chain Achievement in PepsiCo International Europe, Middle East and Africa” in 2003. He has been employed by Sasol, ABB, Simba / Frito-Lay and Kraft Foods SA and IMPERIAL Logistics. Abrie holds an M Comm (Business Economics) from the University of Stellenbosch and completed the Advanced Executive Program at UNISA SBL. Abrie was presented with the South African Breweries (SAB) award at the SAPICS 2010 Annual Conference for the most innovative presentation at the conference.

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Karen Pretorius, CSCP, Finance Projects Manager, DHL Supply Chain, South Africa

DHL Supply Chain South Africa (DSC SA) implemented an Activity Based Costing System across its multi-user warehouse and distribution network to drive Operational Efficiency Improvements, evaluate Customer Profitability, calculate Overhead Allocation, identify Cost Saving opportunities and determine appropriate pricing levels. Through following a rigid project management methodology and having senior sponsorship, dedicated business leadership and operational involvement, the system and its outcomes have been widely accepted in DSC SA. Activity Based Costing started as a part time project and has grown to where DSC SA formed a Costing Department with a dedicated team of Activity Based Costing practitioners, and where business decisions are validated through the use of modelling and analysis. Best practice established during this project for addressing project agendas such as sponsorship, ownership, resistance to change, project management, product selection, implementation and rollout, will be covered in this paper.

Karen Pretorius is a Certified Supply Chain Professional and active member of SAPICS. She has more than 8 years Supply Chain Industry experience and has been with DHL Supply Chain (previously Tibbett & Britten, then Excel Contract Logistics) since 2002. She has been involved in different functional areas, including Business Systems Training, Information Technology, Finance, Business Development and Customer Relations, and was closely involved in Operations during many different client take-ons and warehouse moves and builds. She qualified as a Cartographer at the Cape Technikon and also studied Data Metrics via UNISA, holds a CSCP qualification, as well as a Bachelor of Technology in Post School (Adult) Education.

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Lloyd Snowden, Managing Partner, Oliver Wight EAME LLP, England

This presentation is designed to show the importance of understanding the Strategic Challenges, how they are created, accepted and deployed throughout the organisation to ensure decisions made today are aligned with future needs, such as growth, improvement, working with new technologies and ensuring the organisation and people are ready for the challenges. The presentation will conclude by demonstrating the need to have all Business Processes in place at a Capable or better level to ensure Sustainable Growth and Improvement can be achieved.

Lloyd graduated as a Mechanical Engineer in 1982 then joined BREL on their MPDS Scheme, which enabled him to become first Chartered, in 1996, then a Fellow, in 1999, of IMechE. From 1982 to 1994 Lloyd experienced four company changes and restructurings. In 1994, Lloyd took up an opportunity in Portugal as Vice President ‐ Operations for Sorefame. He returned to the UK at the end of 1998 as Managing Director at SAB WABCO. Lloyd joined Oliver Wight at the beginning of 2002 and utilised his extensive background of hands on company change programmes, particularly initiated through people.

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Prof Martin Bailey, Managing Director, Industrial Logistic Systems, South Africa
Kirk Nash, National Logistics Manager, Adcock Ingram, South Africa

The case study practically demonstrates that substantial energy savings (of up to 50%) can be achieved within distribution facilities by re-engineering the processes and infrastructures in these centres. These savings are linked to the operations, the buildings, the support infrastructures, the support services as well as the management of the network.

Prof Bailey is a Professional Engineer with a Bachelors and Masters Degree in Engineering from the University of the Witwatersrand. He is presently Managing Director of Industrial Logistic System (Pty) Ltd, a leading Warehousing and Supply Chain Consultancy in South Africa. Martin has designed and implemented over 500 warehouse facilities in South Africa, Europe and the Middle East, and is seen as the leading authority in warehouse facilities design in South Africa. His clients include the “who’s who” of industry and he is known for his practical and pragmatic approach to solving industry problems. Martin is an active member of several Institutes.

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Russell Glover, CPIM, CSCP, Supply Chain Director, Nampak Corrugated, South Africa

The maturity of your supply chain is not a destination but a journey, the question you must ask yourself is “what will the journey look like and who should come along for the ride”. If you wish to achieve sustainable supply chain success you will need people, robust processes and technology to support the processes. This paper is focused on the development of supply chain resources and how you go about putting a sustainable development path together. We will share with you some of the lessons we have learnt and the surprising discoveries that we made about our Supply Chain processes.

Russell Glover holds the position of Supply Chain Director for the Nampak Corrugated Division. He has over 10 years experience in supply chain, business process engineering and application design. His work experience has exposed him to a number of industry sectors covering: Paper and Packaging, Engineering, Fast Moving Consumer Goods (FMCG), Construction, Manufacturing and Information Technology.  He has worked in a number of supply chain initiatives ranging from system design and implementation, project management, process design and rollout and business optimisation. He has worked for Deloitte, KPMG and Nampak.

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Dr Anton Grütter, Director, Lean Institute Africa, South Africa

During 2010 the Lean Institute Africa piloted 18 Kaizen-type workshops at local public-sector hospitals to assess the benefits and challenges of introducing lean management. The results of the workshops and efforts to sustain the process improvements are presented. The anticipated challenges of introducing lean management given the demand pressures of the proposed NHI system and the policy and institutional context are also discussed. Attendees will learn about how the role of rapid process improvement projects in the early stages of introducing lean management and about the application of lean management in professional service organisations.

Dr Anton Grütter has taught operations management for many years and has served as the acting director of the School of Business & Finance at the University of the Western Cape. His PhD research was on the effectiveness of shop floor process improvement teams in South African manufacturers. He has published in the Journal of Operations Management and his introductory textbook on operations management was published in 2010. He is a director of the Lean Institute Africa and is on a task group of the Lean Global Network to develop a lean management development programme. He also consults to industry and has led a pilot project to apply lean thinking in the South African criminal justice system.

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Lungelo Khumalo, Supply Chain Practitioner (Analyst), Sasol Polymers, South Africa

There is an ongoing problem of skills shortages in the Supply Chain and operations environment. The problem is further exacerbated by the fact that the industry as a whole is struggling to retain the talent sourced for further development. The study aims to highlight some of the pitfalls in the initiatives currently in place to source and train students in the industry. The study will highlight the differences and the goals of each of the initiatives especially relating to learnerships and apprenticeships. Strategies and ideas to improve retention skills in the industry will also be discussed in detail.

Lungelo is currently working as a Senior Supply Chain Practitioner (Analyst) in the Procurement and Supply Management for petrochemical giant SASOL. He completed his Schooling at New Forest High School where he matriculated with a distinction. At New Forest he was introduced to Maritime Studies which was a subject that opened his eyes to the world of Logistics and Supply Chain Management. He also completed his Understanding Shipping Course offered by the London based Institute of Chartered Shipbrokers. Post matric Lungelo attended a Rennie’s Ship’s Agency learnership/trainee programme. He also completed his honours in Logistics Management in the University of Johannesburg under a Sasol bursary.

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Roman Nowak, Market Planning Group Manager South East Africa, Procter & Gamble SA Trading, South Africa

Sales & Operations planning has always been a key enabler for senior management to make the right decisions. However, to make the right decisions depends on how robust the Sales & Operations process is implemented and working. In Procter & Gamble the S&OP is the key process to ensure robustness in the demand Plan and the financial forecast. Volumes and financials are fully aligned, without any buffer. S&OP process can be strengthened ensuring a clear involvement of all functions.

Roman holds two Master of Science degrees; M.Sc. in Electrical Engineering from the university of Kassel in Germany and M.Sc. in Computer Science and Cybernetics from the University of Reading in England. He started his career with Volkswagen in Germany where he worked in multiple departments. Subsequently, Roman moved into Business Consultancy and worked with PriceWaterhouseCoopers specialising in integrated supply chain management. After which he moved to Gillette in London for Demand Planning and Sales & Operational Planning, he managed DP S&OP integration between Gillette and Procter & Gamble and have also worked in Geneva as Category Planning Group Manager for Gillette.

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Craig Bryson, Planning & Special projects Manager, Anglo Vaal Industries (AVI), South Africa

AVI was faced with a mathematically competent but under-performing planning technology. A decision had to be made with regards to the planning landscape, and at the same time was facing a significant ERP effort. This presentation addresses the constraints and decisions we were faced with, what decisions were ultimately made (and why), and the results of these decisions. We needed a solution that would support our short term requirements, as well as provide a platform for future growth and development.  A “Rip & Replace” strategy was followed, as well as a strategy of enabling business processes rather than focussing on the advanced mathematics of the solutions.

Craig is currently the Planning and Special Projects Manager at Anglo Vaal Industries (AVI) with his main focus being the Snackworks and Entyce business units. His responsibilities cover the provision of services covering tactical demand, supply planning and other supply chain related projects and initiatives. Craig have spent much of his career focussing on supply chain consulting with a focus on advanced planning solutions and technology enabled projects. Craig is a qualified Mechanical / Metallurgical Engineer, as well as an Industrial Engineer.

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Rob Stead

Andrew Billingham

Rob Stead, Supply Chain Manager, Sonae Novobord, South Africa
Andrew Billingham, Distribution Manager, Sonae Novobord, South Africa

The changes that occurred in the South African wood based panel market from 2008 necessitated a change in the Supply Chain Strategy of Sonae Novobord. Downstream destocking, higher expectations, credit constraints and excess supply presented new challenges that required an approach that refocussed on the Basics of Supply Chain Management. A Supply Chain Roadmap was defined with critical initiatives that included; Review of business rules, processes and correct use of systems. Clean-up of warehouses and focus on reliability of information. Definition of model stock products and targets using Theory of Constraints principles. Development of a stock replenishment model using Theory of Constraints principles.

Rob is the Supply Chain Manager at Sonae Novobord.  Rob has 11 years of experience in the Supply Chain and Logistics industries.  He has an MBA (GIBS), BCom Hons (Rhodes) and is currently studying towards his CPIM.

Andrew, the Distribution Manager at Sonae Novobord has 9 years experience in manufacturing and distribution functions and is currently studying toward his CPIM.

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Dr Alan Barnard, CEO, Goldratt Research Labs, South Africa

Despite the recent economic crisis and recession that severely impacted producers and distributors, the population of the world has continued to grow. There is great optimism and fears about the full impact of the urban populations in especially African cities tripling over the next 40 years, adding not only to the demand for raw materials, food and consumer goods, but also to the demand on already strained scarce and finite resources such as basic services, land, energy and affordable food. This paper will show the latest research through local and international case studies on the full impact and offer practical solutions to producers, distributors and government departments.

Dr Alan Barnard is considered one of the leading experts in the world in Theory of Constraints (TOC) frequently working with Dr Eli Goldratt, creator of Theory of Constraints on large and complex projects around the world. Alan is CEO of Goldratt Research Labs (USA), Director of Goldratt Group Africa (RSA), Chairman of Realization Africa (RSA) and Chairman of The Odyssey Institute (USA). In 2009, Alan was awarded a PhD in Management of Technology & Innovation, from the Da Vinci Institute and is certified at the “implementer” level in all TOC applications. Alan is a past-President of SAPICS (2000 to 2002) and past-President of TOCICO (2003 to 2005).

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Daniel Druwe-Araujo, CPIM, Managing Director, T2People – Transformation Through People, Brazil

By the end of 2009 Intelbras was experiencing long product development cycles, delays and a disconnection between the portfolio of products and the market needs. It decided to reorganize its Product Development function and convert it to Self Guided Teams, assuming responsibility for the business results of each product family. This presentation will review the business reasons for this implementation, the challenges, solutions and results that Intelbras has so far experienced, and how this is significantly contributing to Intelbras' competitiveness.

CPIM and Graduated in Economics, Daniel worked 23 years as practitioner in Planning, Marketing, IT and culture changing projects. As a consultant since 1992, Daniel supports companies in Brazil, Americas and Europe with their processes of strategic management, continuous improvement and operational planning and control, and on Change Management. For 13 years an Oliver Wight associate, he led several clients to achieve certification as “Class A” and “Operational Excellence” organizations. Daniel is currently director of T2People®, represents LaMarsh Managed Change®, is an authorized APICS instructor, a guest professor and speaker and an officer of ABAI (Brazilian APICS IA).

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Jan Erasmus, Director, Organisation Development International, South Africa

In 1990 Astral Foods was listed on the stock exchange and a strategy was implemented to improve profitability, standardisation of best practices and growth. This was directly after they had unbundled from Tiger Foods. To achieve that a previous decentralised structure and culture had to be addressed. Seventeen sites embarked on the 20 Keys to continuous business improvement and applying best manufacturing practices on a journey during which time all the lean principles were applied. This case study demonstrates how some companies over a ten year period has improved gradually and the tactics that were used.

Jan started his working career as a Mechanical Design Engineer (B Eng Mech Hons and MBA). During his career he held numerous management positions and ran several projects as a project manager in a wide variety of industries. Jan also has experience as a management consultant and headed several interventions to improve productivity, improve customer care, reduce cost, develop the leadership of companies and change in cultures. Jan is currently a Director and Co-owner of Oganisation Development International, an international management consulting firm focusing on productivity improvement, strategic planning and leadership development with associates and partners in several parts of the world.

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Dr Steven Melnyk, CPIM, Professor of Operations and Supply Chain Management, Michigan State University, USA

Supply Chain Management is changing from strategically decoupled/price-driven to strategically coupled/value driven. This change is forcing managers to rethink how they design and manage supply chains. This presentation introduces six “pure” outcomes that supply chains can deliver: “efficiency” (a combination of cost, delivery and quality), responsiveness, sustainability, security, resilience, and innovation. In practice, effective supply chains are often hybrids that reflect various combinations of these six “pure” designs. We explore these outcomes, their impact on supply chain design, present guidelines for judging when various types of supply chain outcomes should be mixed and, as importantly, when they should not be.

Steven is a Professor of Operations and Supply Chain Management and the lead author of 14 book focusing on Operations and the Supply Chain. His current research interests include supply chain management/supply chain design/supply redesign, process management and control, metrics/system measurement, transformati on management, and Environmentally Responsible Manufacturing (ERM). Steven is an active researcher (with over 65 refereed papers) whose articles have appeared in numerous international and national journals. He also is a member of the editorial advisor board for the Production and Inventory Management Journal, the Journal of Supply Chain Management, and the International Journal of Production Research.

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Siegfried Nyahoza, Continuous Improvement Manager, Coca-Cola, Swaziland

Operational transformation is a customer focused approach that eradicates Operational Business Problems. It ensures that customers receive their required level of quality, price and delivery whilst maximising an organisation’s competitive advantage and shareholder value. Coca-cola Swaziland started Operational Excellence (OE) in October 2007. Since then the company has realized huge savings through the reduction of overtime, reduction in the use of temporal and casual employees and still are able to absorb or increase their annual output. A hike in employee morale and engagement is seen through significant improvement of efficiencies and surveys while the company continues to grow.

Siegfried has been with Coca-“Cola Swaziland for 9 years and is currently the Continuous Improvement manager. In this role he lead the implementations of Operational Excellence in a number of production sub-departments, Customer Service, Warehouse, Planning, Procurement and various other processes. Siegfried is currently studying towards a B Com degree in Strategic Supply Management with the University of SA and holds a Management Advanced Program (MAP) certificate from the Graduate School of Business Administration, University of the Witwatersrand, SA.

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Bongani Ngoma

Rynier Keet

Bongani Ngoma, Planning Executive, UPD a Division of Clicks Group Ltd, South Africa
Rynier Keet, Managing Director, Corporate Renaissance Group, South Africa

Ensuring future growth, Today, means that business actions must based on informed decisions. Informed decisions are only possible having the right information available at the right time. With the rapid-changing business environment, the right time is also Today. Data visualisation is a means to ensure that information users are provided with the right information in a format that enables them to make the right decisions rapidly. Data visualisation is the basis for self-service business intelligence (BI). With this as input, data visualisation, as an approach to rapid interpretation of supply chain information will be presented using an actual implementation at UPD.

Bongani is currently the Planning Executive at UPD - a division of the Clicks Group Ltd. He is an energetic and highly motivated leader with 9 years experience in various supply chain roles from forecasting, planning, distribution, contract management and project management. His expertise are implementing and fine tuning supply chain processes and systems. Bongani has an MBA from UNISA (in collaboration with the Open University of the UK), an MDP from Unisa and an MSc (Chemistry) degree from Wits University. He has been employed in various positions within the Clicks Group since 2009. Before that he worked in the supply chain environment at Edcon, Cadbury and in the Coca Cola bottling system.

Rynier is the managing director of the Corporate Renaissance Group in South Africa (CRG). He has been involved in numerous initiatives with various Private and Public Sector organisations in Southern Africa, Africa, the Middle East, Europe and the USA. He has been a practising management consultant for the past twenty years. Rynier has a B Com degree from Unisa and a B&A Honours and MBA degrees from the University of Stellenbosch. He has also completed the University of Stellenbosch Business School’s Programme in Strategic Transformation for Senior Executives; a course at Duquesne University, Pittsburgh, Pennsylvania in Activity-Based Costing and Activity-Based Management; and various project management courses.

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Dr Andrew Potter, Senior Lecturer, Cardiff University, United Kingdom

While disruptions to logistics operations can be an everyday occurrence, the financial and economic impact they have on a business is dependent on the mitigation approach adopted. Experience through our research suggests that mixes of proactive and reactive approaches are taken, but the rationale behind this is ill defined. Through this paper, we intend to draw on these experiences to develop a framework based around the concept of a ‘base’ and ‘surge’ strategy to explore why these decisions are taken, and the impact that these have on economic and environmental costs.

Dr. Andrew Potter is a Senior Lecturer at Cardiff Business School. His research interests particularly lie in how transport can be more effectively integrated within supply chains, through process, people and technology based approaches. Recently, he has been a member of the Green Logistics consortium of 6 UK universities, examining the impact of logistics practices on the environment. Throughout his research, Andrew has engaged extensively with industry. In the UK, he has worked with leading companies in the FMCG, steel, logistics, healthcare and IT industries. Recently, he has been involved in developing a strategic link between Cardiff University and IMPERIAL Logistics, bringing insights into the operational challenges facing South African logistics operators.

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Mike Mackay

André Calitz

Mike Mackay, CPIM, Executive Chairman, Modus BPS, South Africa
André Calitz, Professor in the Department of Computing Sciences, Nelson Mandela Metropolitan University, South Africa

A successful supply chain operation is dependent on an effective Enterprise Resource Planning (ERP) implementation. The use of ERP applications is increasing, specifically in the SME market. However, the figures for successful and sustainable ERP implementations remain low, despite the use of methodologies for ERP implementations. Methodologies rely on people to make an ERP implementation successful. People that have consistently achieved successful ERP implementations have a holistic approach, combining technical, business and people skills, focusing on business drivers and Critical Success Factors (CSFs). In this study, the CSF’s are combined and presented in a Causal Loop Diagram (CLD) to facilitate ERP implementation success.

Mike is a turnaround specialist in the areas of ERP system implementations and the running of IT organisations, departments and projects. Mike has operated his own consulting business since 1980, completing a large number and range of successful consulting and implementation assignments. Mike’s current area of interest is the use of the Model Driven Approach developed by ModusBPS to implement systems into organisations. This approach significantly reduces the resource time and resource capability required to complete the work. Mike is currently Executive Chairman of ModusBPS and holds a BSc and BSc Honours in Computer Science, a MSc in Computer Science and the CPIM qualification.

Andre is a Professor in the Department of Computing Sciences at the Nelson Mandela Metropolitan University in Port Elizabeth and he holds a PhD in Computer Science and Information Systems and a DBA from the NMMU Business School. He has published extensively in research journals and conference proceedings. He is actively involved in research and consultation in the ICT industry. His research interest includes IT project management for the successful implementation of sustainable ERP systems. In the ERP field, he is currently specialising in customer relationship management with a specific focus on customer profiling. His research includes business intelligence and the use of dash boards for sustainability reporting and mobile ERP applications.

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Grant Page

Robin Moore

Grant Page, Supply Chain and Operations Director, Nampak Flexible, South Africa
Robin Moore, Managing Director, Nampak Flexible, South Africa

A story of consolidation of businesses and business improvement through supply chain optimisation. This is a real life case study of the business turnaround of Nampak Flexible. Nampak Flexible is a supplier of flexible packaging material for the FMCG manufacturing industry, with a long and complex supply chain. Five years ago, it became obvious that the business would not survive the pressures of cheap imports without re-inventing itself. To this end, the business leadership implemented and drove six key strategic initiatives consistently for the next few years. The case study details the journey, shows the inter relationship of the initiatives and provides evidence of real business improvement.

Grant graduated with a B Com from the University of Natal in 1986 and later became an Associate Member of the Institute of Cost and Management Accountants. In 2006 Grant returned to an operational role as Supply Chain Director, where he consolidated the supply chain of the various individual operations into one cohesive, centrally run supply chain. A year later the logical progression was to move to a true end to end supply chain and as a result Grant was made Supply Chain and Operations Director responsible for the full supply chain including Procurement and Operations.

Robin Moore has worked for the Nampak Group in a variety of senior management positions for the past 25 years - all of which have involved developing and implementing strategies to turn loss making businesses into award-winning and long term sustainable operations. He graduated with a B Com from UCT in 1981. In 2004 he returned to South Africa as Managing Director Flexible Cluster where over the last 6 years he has led the reorganisation of these businesses to form the focussed business that remains, internationally competitive and class leading on a number of fronts.

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Matthew Quinn, Commercial Manager, CHEP South Africa, South Africa

The last mile of the supply chain is probably the most important and challenging part of the entire supply chain, it is that final step of getting your product into the consumer’s hand in order to conclude the sale of a product and generate revenue for manufacturer and retailer alike. This presentation will explore the complexities and challenges of this last mile of the supply chain and examine the strategies and solutions manufacturers and retailers around the globe are pursuing in it to drive growth, efficiencies, cost effectiveness and sustainability.

Matthew Quinn is CHEP’s Commercial Manager and leads the business development team who seek to identify how CHEP can add value in its many customer’s diverse supply chains through the delivery of its core product and service offerings.  Matthew is a lean / six sigma black belt and has worked in various sales, customer service and product management roles.  In his 8 years at CHEP Matthew has worked in a number of different industries’ supply chains, including automotive, retail, petro-chemical and agriculture. He has worked with customers to implement many diverse supply chain initiatives such as packaging solutions, asset management solutions as well as RFID based technology solutions.

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Shannan Stover

Kelvin Sakai

Shannan Stover, Vice President, Central Materials, Boart Longyear, USA
Kelvin Sakai, Supply Chain Design & Innovation, UTi Worldwide, USA

Boart Longyear’s drilling and mining customers operate in remote areas around the world. Their supply chains are complex, time sensitive, and in a constant state of change as mining and drilling locations change over time. By partnering at a strategic level with UTi Worldwide, its chosen supply chain solutions provider, Boart Longyear has been able to react quickly to evolving customer requirements, establish new operations quickly, exceed customer expectations, and grow its business at an accelerated pace. This presentation provides an overview of the company’s business and explains why a strategic partnership is the best approach for it to accomplish its business objectives.

Shannan has spent his career streamlining operations focusing companies on what they do best, consolidating sites and developing strategic partnerships. For more than 20 years, he has led supply chain organizations.  Currently Mr. Stover is Vice President of Central Materials for Boart Longyear, the leading exploration drilling company.  In this role, Mr. Stover is accountable for all Planning, Purchasing, Warehousing and Distribution functions for the company spanning more than 100 countries across six continents. He graduated from The Ohio State University majoring in Transportation and Logistics.

Kelvin is a Director in UTi’s Supply Chain Design & Innovation group.  He has over 25 years of management consulting and customer management experience.  His areas of specialisation include new service/solution design, development and delivery; business process reengineering, and supply chain strategy. Kelvin has worked extensively with clients in the aerospace, automotive, telecommunications, pharmaceutical, chemical, medical products and entertainment industries. Kelvin has a BS in Aerospace Engineering from the University of California, Los Angeles (UCLA), and an MS in Aerospace Engineering and an MBA from the University of Southern California (USC).

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Clayton Thomas, Director, Industrial Logistic Systems, South Africa

With the growth of distribution centres worldwide, there is an increase in the number of facilities that fail to meet their operational and cost benefits. This paper discusses the reasons why many facilities do not achieve their design potential and illustrates the typical problems experienced in the development of modern facilities, along with strategies to eliminate the possibility of facility failure.

Clayton is currently a Director of Industrial Logistic Systems a leading Warehousing and Supply Chain Consultancy in South Africa. Clayton holds a Bachelor’s degree in Industrial Engineering and is currently completing his Masters Degree in Logistics. Clayton has 15 years experience in the design and development of warehouses and distribution centres and has had the privilege of assisting many organisations in reengineering their logistics and distribution operations. Clayton is currently a judge on the Logistics Awards Panel and has served on council for various industry related institutes. Clayton is passionate about logistics and supply chain education and enjoys lecturing for a range of logistics education providers.

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Mohankumar Sambandan

Wayne Whiffler

Mohankumar Sambandan, Senior Consultant, Volition Consulting Service, South Africa
Wayne Whiffler, Business Unit Manager, Volition Consulting Service, South Africa

Africa has a potential to reach a USD 2.5 trillion Economy by 2020 at a growth rate of 4-6% from the current level of USD 1.5 trillion (2009). It will offer a wide opportunity to the SA Industry players, both for the Industry and Logistics service providers, provided SA Industry has a sustainable and long term strategy in place before it is too late. The Route-to-market Strategy into Africa, both on land and sea, will be a critical challenge for the Industry to realise the potential growth opportunity in these countries.

Mohankumar holds a Mechanical Engineering degree from India and International Masters in Logistics Management from Swiss Federal Institute Lausanne, Europe. He has handled close to 50 consulting and research assignments in the space of Logistics and Supply Chain across Europe, Russia, India and Africa. His core consulting and research areas are International Logistics, Route to Market, Product and Logistics costing, Supply chain strategy and business plans for 3PL and Infrastructure service providers such as Port, Rail and Intermodal service providers.

Wayne is a Partner at Volition and heads up one of the business units within Volition. Wayne started his career at Murray & Roberts in manufacturing & production at several of the large subsidiaries within the group before making the move into Supply Chain Management consulting. Having worked for Jumpoint DNA, The IQ Business Group, Accenture, Standard Bank and now Volition, he has been involved in both the design and execution of all aspects of Supply Chain Management consulting to numerous top Blue Chip Companies.

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Ed White, CPIM, CIRM, Supply Chain Specialist, Bayer Canada, Canada

Do you know what the demand for your product is going to be? Probably not and given normal forecast accuracy, certainly not very far out into the future. There are a number of tools available to improve a forecast; S&OP, Analytics, enough programs to sink a super-computer. But what is the most important thing you can add to your forecasting toolbox? The ability to communicate; clearly, concisely and understandably. In this session we will share thoughts on what is meant by communication skills, how to improve your skills and why this is critically important.

Ed is a Supply Chain Specialist with Bayer Canada, Material Science division. He has responsibility for various Supply Chain, Cost Saving and Education projects at local, regional and global levels. Ed is also active in the APICS organization as both an instructor and as an active board member of his local APICS chapter in Hamilton Ont. Over the years he has published several articles on topics as diverse as cycle counting, lean six sigma, forecasting, and the role of information flow in ERP implementations. He also has presented numerous times at local and international conferences for both APICS and the Institute of Business Forecasting (IBF).

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