Kim Denney President Air Liquide

Supply chain management has become a complex, technology-driven discipline that reaches across functions, business processes and corporate boundaries. Its excellence is decisively important for operational efficiency, working-capital management, and ultimately the bottom line. Initiatives that may be necessary for improvements are usually costly to implement. So how do you convince your senior management to see the light and give you the green light to execute these critical improvements? Kim shows us the importance of:

• Communicating the fundamental value of service to your c-level executives
• Identifying and locating the key data to support your service proposition
• Utilizing key benchmarking data to support crucial investment into your supply chain programs
• Aligning your investment with senior managements corporate goals and long-term strategy

Stuart Agler Manager, Logistics Process Improvement, Global Marketing ExxonMobil Chemical Company

Many unexpected events that have transpired in recent times have had significant detrimental effects on organizations’ efforts to manage their supply chains. As supply chains become leaner, the effects of supply chain disruptions become more significant. Through advanced planning and development of alternatives, firms can best ensure that they will meet internal and external customer requirements when the unexpected does occur. You can too by:

• Getting executive support for investing in the preparation and planning process
• Identifying and analyzing possible risks, weaknesses and its impact on the business as well as the most critical business functions that need to be protected
• Preparing and testing response through disaster recovery plans and implementing practice drills under various scenarios to guarantee ongoing preparedness
• Finding alternative sources of supply, as well as ensuring that important suppliers have their own plans for meeting the organization’s requirements in case failures occur at their facilities
• Reducing response and recovery time are improvements that can be realized

Alan Milliken Business Process Education Manager BASF

To find success with global supply chains, it is critical for the company to focus on the core of its operations, its executives. Alan Milliken shares with his experiences on building the competency of BASF’s human capital so that every person dealing with the supply chain can do his/her job better and understand the ramifications of every decision made. A single global supply chain can consist of dozens of links, from individual suppliers to logistics providers. Collecting and understanding that level of information and disseminating it across the appropriate parties on a timely basis is critical.

• Understanding the roles of people, processes, and technology in a learning system
• Aligning learning with corporate strategy and business objectives
• Identifying and prioritizing competencies needed by position
• Development of a competency-based curriculum for technical & general
• Formulating and implementing a blended delivery system
• Tracking & improving the process and results

	Craig Casto Global Leader Auto ID Expertise Center Dow Chemical
	David Stephens CEO Savi Technology
	Harry Pappas President, Founder and CEO International RFID Business Association

Companies look into investing in tracking technologies whether they’re thinking about it now, or planning it for the future. Find out current and upcoming developments in order to make informed and cost-effective decisions. The session kicks off with:

• Reviewing promising new tracking technologies such as Zigbee, a peer to peer type wireless communication that enables containers to “talk” to each other and form a mesh network
• Applying technology (sensors) for monitoring transportation conditions such as temperature, humidity and shock levels as well as container security breaches
• Adopting increasingly cost-effective RFID technologies within your organization for asset and project management

As more and more companies move to take advantage of global markets, they are increasingly relying on the internationalization of design, procurement, and supply. Many factors come into play when managing a globally dispersed supply chain team – from time zones to virtual offices to cultural differences and organizational structures. In this session we explore the factors that come into play when operating a global supply chain network.

• Modeling your supply chain design before moving into new markets based on customer’s needs and supply flow considerations
• Assessing the strengths and weaknesses of your current operations to drive global excellence initiatives and learning
• Deploying tools, strategies and services to increase the effectiveness of your dispersed global team
• Building strong relationships with your key supplier base to circumvent localized and incidental supply chain problems

Margaret McCarvill Director Indirect Procurement and Corporate Logistics Rohm & Haas

Most chemical companies now have a manufacturing network that spans the globe. In this session we learn how to balance global operations reach with regional practicalities throughout your supply chain networks. We address the different approaches required to serve all of your international markets.

• Applying network optimization tools to identify the optimal supply chain network to serve global demand
• Reorganizing your facilities to bring operations closer to your key customers; when does this become viable?
• Assessing where to hold inventory in which quantities to optimally serve your regional customers

Chris O'Brien Director Responsible Purchasing Network

Sustainability is increasingly an item on the corporate agenda, but in reality the supply chain operation doesn’t have a dime to spend on it. The good news is that your sustainability initiatives could actually result in bottom line savings without demanding initial investments. That is the angle we are taking today; the seemingly small sustainability steps like “responsible purchasing” that you can take that will amount to making a big difference overall.

• Learn how to reduce waste and toxins, save energy and water, improve the workplace environment, and get more for your purchasing dollar by using credible standards and certifications to spec greener goods and services.

Andrew Douglass Marketing and Innovation Director, Rhodia Novecare Rhodia

Increased industrial and consumer awareness of sustainability and "Green" issues has provided a strong impetus to manufacturing companies to take a fresh look at the product development process. This presentation focuses on innovation in the manufacture of chemical products used in typical industrial, home and personal care formulations. A review is given of consumer needs and trends in sustainability and provide examples of sustainable products and processes invented and implemented at Rhodia including converting waste into valuable product, reducing water content for transportation efficiency and utilizing renewable resources.

Greg Javor Director, North America Customer Service & Logistics ICI Paints

Over the past few years, the chemical industry has seen a surge of mergers, acquisitions and joint ventures occurring within the space as companies combine resources to gain a competitive edge in the global landscape. Effective management in handling the overwhelming complexities that arise in integrating people, technology, processes and objectives are critical to achieving success. Get a behind the scenes look at how to properly approach your alliance and nip integration issues in the bud.

Imogene Treble Product Regulatory Leader Dow Chemical

The origins of the GHS stem from the United Nations organizing a committee to standardize and harmonize the approach taken to chemicals. As the world gets smaller, the need for having a consistent means of communicating material hazards through uniform pictograms, labels and phrases becomes a necessity. Countries like Japan, Korea, and New Zealand have already adopted this and the US and Europe are currently drafting regulations. GHS is accelerating and chemical companies cannot afford to be left behind.