Joe Francis Chief Technology Officer Supply-Chain Council

Achieving supply chain excellence does not happen overnight, it is a journey that takes time and effort. Every journey has a starting point. In this session we determine where your company’s supply chain performance stands in relation to the industry. In this session, you can develop your roadmap to supply chain excellence through:

• Understanding how to identify which supply chains are key to the health of your company – and which aren’t!
• Determining the health of your supply chain through key metrics such as perfect order fulfillment, order cycle time and supply chain cost
• Discovering the secrets to creating and measuring a simple list of Key Performance Indicators (KPIs) around the health and pain-points of your company’s supply chains as the basis of your SC performance management roadmap
• Assessing and prioritizing your supply chain performance needs against industry competition and embarking on the journey

Debra Dykema Director, Demand Chain Management DSM Engineering Plastics

During these tough economic times, companies are rapidly realizing the importance of reviewing their supply chain strategies and forward planning procedures to contain costs and maintain margins. Refocusing efforts to improve supply chain efficiency takes time and serious commitment. Get started by:

• Determining and analyzing the reasons for process inefficiencies
• Creating a pilot study with proper milestones to assess project effectiveness
• Collecting the data and evaluating the information via weekly meetings with teams to keep everyone in the loop
• Benchmarking your successes with experiences from other companies to assess where improvements need to be made

	Tom Fannon Manager of Supply Chain Standardization Ashland
	George Morrison Director, Global Supply Chain and Quality Processes Honeywell
	Elinor Price Director Product Marketing - Chemicals AspenTech

As wins occur in an organization’s supply chain project areas, companies want to reproduce the same positive results across the board. When expanding your process improvement program into other areas of opportunity, the need to have a tried and tested formula for implementation becomes all the more essential. Steps to achieving this includes:

• Gaining management support for further initiatives by demonstrating the successes of the current process and location
• Determining which project areas have priority based on your supply chain excellence roadmap
• Organizing a solid deployment team with the leadership skills to implement the new process
• Upholding the project infrastructure, documentation and standards to achieve uniformity across projects

Craig Long Vice President Quality and Six Sigma Milliken & Company

Supply chain approach initiatives like lean and six sigma can only go so far. Eventually, improvements will plateau. Find out how you can create continuous change in your organization and push past the “progress plateau”. Get started by:

• Enlisting full engagement of your workforce to drive process improvements
• Maintaining a common set of process tools to keep everyone on the same page
• Identifying the goals and priorities for the future of the business and building a plan to work towards that
• Keeping the process integrative and avoiding stand alone, siloed initiatives

John Klein Executive Champion of Lean Six Sigma Valspar Corporation

Experts who have deployed these process improvement tools have spent years developing and perfecting these methods. Tailor these processes and optimize them to your advantage in your organization. Find out the key elements in building a best in class operation through the application of lean and six sigma by:

• Building a solid plan of action with clear project objectives and secure the buy-in of key stakeholders
• Aligning your projects around the process workstreams, assessing progress at regular intervals and reporting on accomplished milestones
• Communicating lessons learned at a project level to help drive overall process excellence
• Hiring black belts and continuing to train others to keep the process alive

Pamela Gladwell President, Center for Quality of Management and Chief Quality Officer GOAL/QPC

During supply chain optimization you capture a lot of data. Sifting through large mounds of data can be a waste of time and energy if you can’t transfer it into relevant information. Determining which data is relevant and learning how to use the metrics to evaluate your company’s progress is a critical component of all businesses: Pamela shows you through:

• Standardizing your data collection process and translating it into relevant information for the various team members
• Ensuring that your metrics reflect your processes across departments which consequently results in cross-functional buy-in
• Aligning your metrics to your strategic supply chain excellence objectives and measure against them
• Hiring black belts and continuing to train others to keep the process alive

Pamela Gladwell President, Center for Quality of Management and Chief Quality Officer GOAL/QPC

These interactive roundtable discussion sessions are your best opportunity to exchange best practices and experiences directly with your peers. Each table is moderated by a technical expert. Each table discussion will last 25 minutes. After 25 minutes, the moderators move clockwise to the next table and you enter a new discussion. Please visit www.logichem2008.com for updates on topics and moderators by:

• Roundtable: Creating A Supply Chain Excellence Roadmap
• Roundtable: Identifying Key Metrics To Guide Your Process Improvements
• Roundtable: Sharing Your Best Practices With Your Peers
• Roundtable: Rolling Out Projects Globally

Conclusion And LogiChem Happy Hour

Opening Keynote Session
Location: the Solution Zone during the LogiChem Happy Hour
Open to all LogiChem attendees

Considering The Short And Long-Term Effects Of Recession

Dr. Thomas Kevin Swift Chief Economist and Managing Director – Economics & Statistics American Chemistry Council

Since mid 2007 the chemical industry has experienced weaker demand and record oil, freight, energy and metal costs continue to raise major concerns. However, the chemical industry is not bloated with capacity, productivity is high, and most companies have diversified into segments that are more recession-proof than commodities. In their mid-2008 outlook report, the ACC predicted resilient overseas economic growth and a low dollar to aid export demand, resulting in a trade surplus for the business of chemistry in the U.S.. Export growth will partially offset weakness in domestic markets. The resiliency of overseas markets is now in question as high energy prices and the effects of the credit crisis have spread to Europe and other regions. Dr. T. Kevin Swift, ACC’s Chief Economist provides you with a global chemical economic & emerging market developments outlook to help you prepare for 2009-2010.