Globalisation

8:00 Registration & Coffee

9:00 Opening Remarks from the Chair

Richard Wilding, Professor of Supply Chain Management
Cranfield School of Management

 

9:10 Extending Your Operations By Establishing A Network Of High Performing Global Partners

• Establishing key criteria for selecting a network of global partners
• Identifying KPIs for monitoring and managing their performance on an ongoing basis – ensuring effective interworking between partners
• Facilitating speed of service through effective information flow across your network of partners
• Achieving breakthroughs in the total chain
• Drawing up a robust contract to optimise lead and response times and ensure cost-effective service delivery

Leon Jeuken, Head of European Services Supply Chain
Xerox

 

9:40 Transforming Your Service And Logistics Operation To Maximise Global Capabilities And Commercial Opportunities

• Quantifying the risks and rewards of migrating to a global set up
• Identifying immediate and long term operational challenges around achieving full integration
• Ensuring your people, processes and technologies are fully aligned across international boundaries

Dana Fayette
Director of Global Customer Services
Confirma

 

Harold Bol, Services Supply Chain Manager
Vanderlande Industries

 

(Each speaker will give a 25 minute presentation independently and there will be 10 minutes at the end for questions)

10:40 Morning Coffee

11:10 Tailoring Your Service And Logistics Offering To The Needs Of Individual Markets Whilst Minimising Operational Complexity On A Global Level

• Optimising your transport and warehousing infrastructure to meet the needs of an evolving global operation
• Monitoring and managing shifts in global service demand to ensure you effectively reconfigure your logistics operation
• Re-evaluating your global supplier base to ensure continuous end-to-end service quality

Charles Menkhorst, SVP Regional Services EMEA
DHL Exel Supply Chain

 

11:40 Overcoming Cultural Barriers Through Effective Relationship Building To Ensure Speed Of Entry Into Emerging Markets

• Quantifying the opportunity and understanding the risks of entering emerging markets
• Identifying the key cultural, business, and operational challenges associated with working across emerging markets
• Strategies for building and leveraging internal and external relationships to maximise emerging market opportunities
• Measuring the effectiveness of a variety of relationships and managing the risks associated with them
• Overcoming the challenges of setting up and running your own emerging market operations – integrating effectively with your global infrastructure

Richard Wilding, Professor of Supply Chain Management
Cranfield School of Management

 

12:10 Strategic Service Management In Local And Global Markets: Improving Service To Maximise Profit

• Defining SSM and establishing how to gain leadership through agility and global insight
• Increasing profitability and market share through market-adaptive service parts pricing
• Optimising resources and meeting service commitments profitably

Shawn Lane
VP Sales
Servigistics

 

12:40 Lunch

Stream A
Cost–effective Operations

14:00 Forecasting & Planning – Exploiting Tools And Techniques For Maximising Accuracy And Eliminating Unforeseen Costs

• Getting the right balance between utilising historical and real-time data to maximise the accuracy of your forecasting
• Making greater use of supplier data to ensure the cost effective management and planning of your service offerings
• Establishing robust internal procedures for feeding forecasting information into the field on an ongoing basis
• Evaluating the potential of innovative systems on the market and in development to better manage the forecasting and planning process

Clive Robson
Business Development, Manufacturing
Tata Consultancy Services

 

14:40 Lifecycle Planning – Devising A Cost-Efficient Strategy To Ensure Long Term Support Of Complex Parts

• Examining the challenges associated with long range planning of complex parts across different sectors – automotive, aerospace, IT, medical
• Devising a cost-effective methodology to support your products to end of life
• Establishing a formula for calculating the optimum level of inventory to adequately support long term products
• Building a financial model to establish whether to ‘build and store’ or to ‘re-design and re-commission’

Anna Schmidt-Almlöf
Director Hardware Services
Ericsson

 

15:20 Afternoon Tea

15:50 Inventory Optimisation – Ensuring That The Right Parts Are In The Right Place To Optimise Service Fill Rates And Inventory Levels

• Transforming our Parts Supply Operations from 14 independent country based operations into a Single Pan-European operation
• Achieving improved fill rates with less inventory – evaluating the situation before and after
• The people, process and systems dimensions of this change that needed to be solved
• Some of the perceived advantages and disadvantages of a Centralised vs. Decentralised approach to network planning

Paul Clapham
European parts Operation Director
Canon

 

16:30 Operational Integration – Achieving Internal And External Integration To Eliminate Bottlenecks And Deliver On Your Service Level Obligations

• Overcoming the challenges of achieving cost-effective system integration across your service management and logistics functions
• Achieving effective flow of information to ensure high level analysis of internal functions and feedback into service development
• Linking effectively with suppliers and partners to ensure effective management and execution of your service level obligations

Xavier Mourot
Warranty & Claims Manager
Ingersoll Rand International

Stream B
Achieving Total Visibility

14:00 Establishing Best Practice Systems And Processes For Integrated Management Of The Service Workforce And Parts Logistics Operation

• Achieving tightly synchronised scheduling of engineers and logistics
• Ensuring visibility of parts and small ‘inventories’ scattered all over technician vans and customer sites
• Clarifying the financials and making the business case

Jan van Veen
Partner
Noventum Service Management Consultants

 

14:40 End-To-End Supply Chain Visibility – Achieving System Integration Across Your Evolving Operation

• Identifying key barriers to visibility across your supply chain and establishing key processes to overcome these
• Implementing robust interfaces to support internal and external visibility of your overall operation
• Exploiting online means of providing visibility across your supply chain, and leveraging transaction based payment structures to minimise the investment risk

Joerg Runge,
Executive Director Logistics Operation
Oce Printing Systems

 

15:20 Afternoon Tea

15:50 Visibility Over Global Operations – Integrating With Global Partners To Ensure A Seamless View Of Your Extended Operation

• Determining the level of integration required to ensure visibility of your service across your partner network whilst protecting sensitive commercial information
• Establishing the extent to which your existing systems can be adapted to support visibility across your global partners
• Building operational integration criteria into partner selection
• Aligning your people, processes and systems with your network of global partners to ensure visibility at all times

Kraft Schumann
Senior Director Logistics
Fujitsu Siemens

 

16:30 Visibility In A Newly Merged Organisation – Cutting Through Operational Duplication To Achieve Cost Efficiency In The Supply Chain

• Reviewing the newly merged organisation and adapting disparate processes to ensure seamless end-to-end visibility
• Quantifying the financial implications of various adaptation options – where does best practice lie and how can cost-effective cross fertilisation be achieved?
• Effectively migrating towards universal standards for metrics, currency, reporting

Robert Srumf, Head of Global Hardware Service Operations
Nokia Siemens Networks

 

17:10 Champagne Roundtables

Take advantage of this opportunity to enjoy a glass of champagne and discuss the day’s issues in a more in-depth and interactive manner. Roundtable leaders include:

Tim Postel
Service Parts Operation Manager
IBM

 

Claus Stepputat
Supply Chain Manager OES
Hella

 

18:30 Cocktail Reception & Networking Dinner

Outsourcing & Partner Management

8:00 Registration & Coffee

9:00 Opening Remarks from the Chair

Professor Alan Waller
Chairman
European Logistics Users Providers & Enablers Group

 

9:10 Incorporating Customer Expectations Into Your Partner Selection Strategy To Ensure Seamless End-To-End Service Delivery

• Profiling and segmenting your customer base to identify your service strengths and weaknesses
• Identifying gaps in your service offering and determining cost-effective strategies for meeting these in a timely manner
• Determining which service gaps would best be filled by in-house capability and which must be outsourced
• Effectively building future customer needs into partner selection

David Beddows
Director of International Programmes
Agusta Westland

 

9:40 Establishing An Appropriate Set Of KPIs For Partner Selection To Ensure Organisational Best-Fit

• Identifying the common pitfalls associated with outsourcing elements of the service operation
• Developing strategies beyond quick-wins to ensure ongoing performance
• Establishing core partner competencies and setting in place KPIs to ensure best practice across your outsourced operations
• Balancing track record with potential to ensure best fit with your organisation now and in the long run
• Ensuring appropriate partner selection to protect the customer interface when outsourcing customer service and field service teams

Marco Van Duijnhoven
Head of Service Operations
Cisco Systems

 

10:10 Quantifying The Risks And Opportunities Of Outsourcing Different Elements Of Your Service Operation

• Identifying and prioritising the elements of your service operation to outsource in order to maximise return on investment and service quality:
  • Transport
  • Warehousing
  • Logistics
  • Customer service
  • Field service
• Devising robust processes and methodologies for partner performance management to ensure long term service quality
• Leveraging the expertise of your partner network to reduce risk and ensure ongoing service development

Jurgen Gremez
Parts Service Manager, Europe, Africa & Middle East
Bobcat

 

10:40 Morning Tea

11:10 Driving Collaboration With Partners Through Effective Operational Integration Across Global Boundaries

• Understanding the drivers for increased collaboration with partners to deliver on customer expectations and ensure end-to-end service quality
• Determining the level of operational integration required to ensure proactive communication and effective risk management
• Quantifying the costs attached to operational integration to support collaboration, and setting timescales for return on investment

Lex Kwaaital
Director Service Supply Chain
Unisys

 

11:40 Devising A Partner Performance Measurement And Management Strategy To Ensure Long Term Profitable Relationships

• Establishing key performance management criteria to effectively monitor and track multiple partners
• Simplifying the measurement and management process when dealing with complex networks of partners across the globe
• Drawing together data from multiple sources to feed into your measurement and management strategy
• Leveraging the potential of new systems on the market to support performance measurement and management
• Linking your competitor tracking with your partner management strategy

Catherine Gridley, President of Systems Customer Service
GE Aviation

 

12:10 Achieving A World Class Reputation For Customer Service And Excellence Through The Development Of A High Performing Field Force

• Evaluating the competitive OEM landscape and understanding how your field force can be leveraged to enhance customer satisfaction, loyalty and retention
• Developing a training and development programme to help your field force migrate from ‘break fixers’ to ‘trusted advisors’
• Implementing appropriate tools, technologies and processes to fully support your field force in a more competitive customer-oriented environment
• Quantifying the cost and revenue potential of migrating to a ‘trusted advisor’ model

Steve Downton
Managing Director
Downton Consulting

 

12:40 Lunch

Stream A
Customer Focus & Profitability

14:00 Customer Loyalty & Retention In The Consumer Electronics Business – Understanding The Value And Importance Of Customer Loyalty

• Establishing the value and significance of customer loyalty
• Determining the key drivers to retain customers and the role of customer service in retention strategy
• Implementing a 360º customer review and determining the key benefits

Luis Pacheco
CIO and VP Service Support
Packard Bell

 

14:40 Service Level Agreements – Exploiting Tiered SLAs To Maximise Profits Whilst Ensuring Customer Satisfaction

• Effectively profiling and segmenting your customers to establish appropriate SLAs across your entire customer base
• Maximising the profit potential of tiered SLA offerings to a range of customers
• Incorporating SLA structures into your product design to ensure a seamless product/service offering that will yield over many years

Chris Withey, Competence Development Manager, Global Customer Services
ABB Robotics

 

15:20 Afternoon Tea

15:50 Account Management – Implementing The Appropriate Structure To Fully Support Your Customer Base

• Reviewing experiences with account management teams across OEM organisations
• Determining the optimum environment for implementing account management structures
• Making the business case – identifying the implementation challenges and determining the return on investment opportunities

Tom Duffy, Services Marketing Manager, Europe
Varian Medical Systems

 

Nick Lake, Service Marketing & Key Account Manager, UK
Varian Medical Systems

 

(This is a joint presentation)

16:30 Innovative Revenue Generation Models – Reviewing The Service Business And Identifying New Revenue Generation Opportunities

• Examining untapped sources of revenue within the service business
• Working effectively with suppliers to create revenue generating value-added services
• Leveraging low cost country providers to transform your bottom line results
• Determining how your reverse logistics service can yield greater revenues

Tim Schmidt
VP Material Solutions
Bombardier Transportation

 

Stream B

Reverse Logistics

14:00 Speed And Efficiency – Optimising The Timelines And Costs Of Receiving, Repairing And Returning

• Identifying the optimum operational infrastructure to ensure speed of service
• Optimising parts inventory management to ensure speedy service
• Maximising the potential of your forecasting and planning systems to speed up service delivery
• Ensuring speed of service whether you outsource or internally control your reverse logistics

Georg Kruetzfeldt
Senior VP, Global Logistics Process Management, Aftersales
Siemens Medical

 

14:40 Operational Alignment – Ensuring That Your Reverse Logistics Is Fully Integrated With Your Service Management Operation

• Examining the challenges of aligning your reverse logistics with your wider operation when outsourced vs internally controlled
• Setting KPIs to continually measure and improve your reverse logistics operation and integration
• Overcoming the challenges of optimising your reverse logistics when operating across emerging markets

Paul Lown
Leader, EMEA Spares Management, Repair & Return,
Nortel

 

15:20 Aftenoon Tea

15:50 Returns Management – Devising A Cost-Effective Strategy To Deliver On Customer Expectations Without Impacting Performance

• Ensuring efficiency by implementing a proactive returns validation procedure
• Identifying where costs can be trimmed without impacting performance
• Overcoming the challenges of efficient cross-boundary movement
• Turning recycling laws into an opportunity – gaining value through product reuse

16:30 Internal Control Vs Outsourcing – Determining The Right Mix Of Options To Support Your Global Operation

• Analysing the factors to consider when determining whether to internally control or outsource your reverse logistics
• Establishing KPIs to accurately measure the performance of internally controlled and outsourced service to ensure you deliver on your customer service objectives
• Identifying best in class providers in hard to reach geographical regions to ensure service quality and customer satisfaction

Thomas Schmidt
Senior Manager, Materials Management Delivery
Alcatel-Lucent

 

17:10 Closing Remarks From The Chair

17:20 End of Main Conference