Day 1- October 3, 2011 - Supply Chain Optimization

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7:45 Coffee & Registration

Coffee & Registration

8:30 Chair’s Opening Remarks

Chair’s Opening Remarks

8.45 KEYNOTE OPENING PANEL 1: Taking A Proactive Approach To Economic & Financial Pressures On The Supply Chain: What Are Leading Healthcare & Pharmaceutical Companies Doing?

Bill McLaury, Executive Director, North American Pharma Supply Chain, , Novartis Pharmaceutical Corp
Mahendra Pattni, Senior Finance & Supply Chain Director,, Shire Pharmaceuticals

Understanding the pressures patent expiration, mergers and acquisitions, rising inflation and cost reduction will put on the supply chain
Establishing financial models that can be used to make more timely decisions to proactively manage economic and financial pressures

What are key supply chain cost forecasts for the next 2-3 years?
How often should economic and banking markets be assessed in relation to these models?

Delivering the processes required to monitor your analysis to ensure you are ahead of the curve evaluating areas including feedstocks, cost and inventory reduction
Discovering the product portfolio strategies leading companies have put in place to offset loss of revenue

Bill McLaury

Executive Director, North American Pharma Supply Chain, , Novartis Pharmaceutical Corp

Bill McLaury is Executive Director, Novartis Pharma Supply Chain for North America and has been with Novartis for over 25 years. He is responsible for the supply chain management process used by Novartis in the US and Canada and he leads the group with operational responsibility for production planning, physical distribution, warehousing, transportation, international trade and portfolio managemen [read more]

Mahendra Pattni

Senior Finance & Supply Chain Director,, Shire Pharmaceuticals

Mahendra Pattni serves as a senior director of finance, Global Supply Chain at Shire Pharmaceuticals based in Wayne PA. He is responsible for providing operational and strategic leadership in supply chain finance. He is also working to deliver significant improvements and cost reductions in operations, and change management programs such as Lean Manu [read more]

9.35 END TO END SUPPLY CHAIN: The Whole Is Greater Than The Sum Of Its Parts: Optimizing The Entire Supply Chain To Create A Lean, Agile Machine

Reid Graves, Business Process Senior Lead, SCM Master Data, , Merck

Using cost-benefit analysis to assess how different components of the supply chain are interconnected and best practices to reduce the tradeoffs that can occur when focusing on only one specific area
Discovering the business re-planning steps required to create lean implementation across the entire supply chain
Integrating visibility, technology and flexibility through supply chain information to create efficient end to end supply chains
Understanding the impacts on various parts of the supply chain when things do go wrong to create contingency plans and reduce risk for the future

Reid Graves

Business Process Senior Lead, SCM Master Data, , Merck

Reid H. Graves currently works at Merck & Co., Inc. as the Senior Business Lead for Supply Chain Master Data. He designed the Material Master and manufacturing objects to enable an end-to-end view of products across the global enterprise. He is the primary architect for several custom-built web-based systems for managing Merck's global supply chains, worldwide sales, inventory, and [read more]

10.10 Morning Networking Session

Morning Networking Session

10.40 TRANSPORTATION: Optimizing Transportation Modes, Channels & Routes To Maximize Logistics Efficiency

David Ulrich, QA Director, Distribution Global Pharmaceutical Operations (GPO), Strategic Quality Initiatives (SQI), , Abbott Laboratories

Using best in class tools to assess different routes and forms of transport to conduct a total cost analysis and find the most efficient mode and delivery schedule
Uncovering best practices to qualify lanes in a quick and cost effective manner to enable a final SOP to be put in place for requirements
Evaluating alternatives in your service level and shipping from the optimal facility to align with customers and implement cost savings
Finding out how to consolidate shipping of products and optimize weight of parcels to enhance efficiency

David Ulrich

QA Director, Distribution Global Pharmaceutical Operations (GPO), Strategic Quality Initiatives (SQI), , Abbott Laboratories

Dave is the QA Director for Distribution and Logistics for Abbott’s Global Pharmaceutical Operations (GPO) division. His responsibilities include standardization & optimization of quality systems (cGDPs), cold chain management, ePedigree/Track-n-Trace and import export compliance activities (FDA, USDA and EPA). He was a laboratory mgr at a Chicago hospital before coming to Abbott i [read more]

11.15 BEYOND FORECASTING- Achieving Agility Through A Replenishment Driven Supply Chain

Ravi Mathur, Head of Logistics, Director of SCM, , Dr Reddy’s Pharmaceuticals (India)

Forecasts by definition are never accurate. In a supply chain based on forecasting, a fast changing market demand can lead to a scenario where an organization has to deal with either short or excess inventory in the system.
As demand flows backwards from the end customer to the manufacturing organization, material flows forward in the chain in response to that captured demand. By the time a demand created at the front end reaches a supply chain node at the back a certain time has already passed. In a way the last supply node is always reacting to a demand from the past.
One of the key challenges in synchronization of demand and supply in extended supply chains is that the synchronization has to happen at each and node or level of the supply chain.
Switching from a forecast driven mode of operation to a consumption driven mode of operation enables one to supplying according to recent (daily) consumption with the aim to always have, in the warehouses, enough inventory to satisfy immediately any reasonable demand. It increases dramatically inventory turns (reduces shortages while reducing inventories) by dynamically reviewing inventories with respect to both demand and lead time at each node of supply chain.

Ravi Mathur

Head of Logistics, Director of SCM, , Dr Reddy’s Pharmaceuticals (India)

Dr. Ravi Prakash Mathur is Director SCM – Head of Logistics with Dr. Reddy’s Laboratories Ltd. Based at Hyderabad, he is responsible for global logistics, distribution and central SCM for the organization. He was also a part of the spearhead team responsible of an organizational initiative based on ‘Theory of Constraints’. Dr. Mathur has 18 years of work experience [read more]

11:50 CASE STUDY Implementing a flexible Distribution Network across Asia

Frank Binder,, Director- International Logistics & Supply Chain, , Celgene (Switzerland)

The challenges of Celgene's expansion to Asia
Selecting business models and partners for outsourcing of distribution
Designing a highly flexible distribution network with a postponement strategy
Implementing the new setup across functions and continents
Lessons learnt

Frank Binder,

Director- International Logistics & Supply Chain, , Celgene (Switzerland)

Frank Binder is Director, International Logistics and Supply Chain, at Celgene, based in Switzerland. Currently his main task is expanding and managing Celgene’s international pharmaceutical logistics setup, optimizing the European distribution network while building a new distribution network across Asia. He is guided by his team’s mission statement “Products to the Patients – Every Time, On Time [read more]

12.25 Luncheon

Luncheon

1:40 INVENTORY MANAGEMENT PLANNING PANEL: Managing Low Inventory Levels Without Compromising Customer Service In Times Of High Uncertainty: With The Pressures From Wall Street With Regards To DOH, Inventory Control Is More Important Than Ever

Dave Malenfant, VP Supply Chain, , Alcon Labs
Michael Daly, Director- Supply Chain and International Operations,, Valeant Pharmaceuticals

Determining how to arrive at the right level of safety stock that your business can afford without impacting product availability to customers
Utilizing best in class tools that can enable forecasting to model discontinuations and launch of products
Implementing contingency plans to quickly mitigate risks from a fluctuation in demand
Collaborating with suppliers and using alternative suppliers in a time when inventory suddenly needs to be increased or decreased

Dave Malenfant

VP Supply Chain, , Alcon Labs

A seasoned Supply Chain Professional with over 25 years experience in all areas of supply chain. Implemented over 30 systems throughout my career including ERP, WMS, CRM, SRM, etc. Have focused on building operational efficiency and effectiveness in all aspects of Supply Chain.

Michael Daly

Director- Supply Chain and International Operations,, Valeant Pharmaceuticals

Professional Supply & Quality Leader with over 25 years of increasing responsibility in the Pharmaceutical & Chemical Process Industries. Global contributions within Manufacturing, Supply Chain and Technical / EPA Compliance / FDA Regulatory Affairs areas.Michael holds a B.A. degree in Chemistry from Montclair State University and an M.B.A. in Operations Management [read more]

2.25 SCENARIO PLANNING: Getting To Grips With Scenario Planning To Reduce Risk & Create More Agile Supply Chains

Alasdair Shepherd, VP of Global Operations, , Biogen Idec

Finding out the steps necessary to plan for multiple futures and utilizing ‘signposts’ to give a clear insight that a certain future is emerging to know when to implement the necessary steps formed in the strategy
Practical implementation of scenario planning on specific aspects of the supply chain and determining how potential forces could impact that area to help reduce risk
Using scenario planning to create new opportunities in the supply chain when conditions change
Understanding the potential pitfalls of scenario planning

Alasdair Shepherd

VP of Global Operations, , Biogen Idec

Responsible for Global Drug Supply of Biogen Idec products to over 70 clinical trials in 57 countries and of 3 commercial products to over 90 countries. Functional units include logistics, planning, packaging manufacturing contract manufacturing, GMP sourcing and procurement, business analytics, manufacturing sciences and new product operations. Oversee outsourced and insourced clinical and commer [read more]

2.55 SALES & OPERATIONS PLANNING PANEL: Engaging Key Stakeholders In S&OP To Create More Accurate Forecasts And Mediate Conflicts With Sales And Marketing Departments

Michael Trocchia, Director US SCM Project Management, Novartis Pharmaceuticals Corporation

Determining best practices on engaging sales and marketing in s & op to come up with the most profitable, efficient plan

Finding out the forum for making these decisions
Realizing who and which layer of management is involved

Assessing the type of matrix (matrices) that can be used to keep different functional groups in line with the strategy
Discovering how to drive accountability and what the goals should be for different people
Establishing best in- class tools and methodologies to educate sales and marketing personnel to further understand operations and make more informed decisions

Michael Trocchia

Director US SCM Project Management, Novartis Pharmaceuticals Corporation

Mike started his career with Novartis in 1984 as a process engineer at the then Ciba-Geigy facility in Summit NJ. Mike steadily progressed to senior Process engineer in the Chemical Development group, overseeing the manufacture of Drug Substance used in clinical testing. Mike then went on to manage the Commercial Drug Substance operations at the Summit site. His next assignment was to direct all [read more]

3.25 Afternoon Refreshments & Networking

Afternoon Refreshments & Networking

4.00 SUPPLIER COLLABORATION: Implementing Strategies To Engage Suppliers To Create Faster Throughput, Higher Quality And Reduce Cost Structure

John Turanin, VP and General Manager, , Zogenix Technologies

Ensuring the right supplier interface with a collaborative internal culture
Focusing supplier selection upon collaborative capability and fit
Aligning structures and processes to incentivize partnership behaviors
Generating supplier ‘pull’ vs employee ‘push’ for continuous improvement

John Turanin

VP and General Manager, , Zogenix Technologies

John J. Turanin, a co-founder of Zogenix, has been involved in medical devices, drug delivery, and pharmaceuticals for more than 25 years. As Vice President and General Manager of Zogenix Technologies, John leads technology development, technical operations, supply chain management, global distribution, and technology licensing. In collaboration with global supply chain partners, his internationa [read more]

4.30 VENDOR MANAGEMENT/ COLLABORATION PANEL: Examining The Vendor Evaluation Process And Benchmarking Communication Strategies To Maximize Vendor Relationships

Jeff Simmons, Manager External Manufacturing, , Daiichi Sankyo
Bob Douglass, Commodity Manager-API and Actives, , McNeil Consumer
Paul Seaback, VP Manufacturing and Supply Chain, , Medicis Pharmaceuticals

Establishing the criteria for an effective vendor evaluation process to understand how vendors are evolving and what value and expertise they can add to your company
Developing win- win quality agreements
Discovering how to create an open relationship where each party has a clear understanding of each others goals to ensure strategic alignment
Delivering a clear set of KPI’s and metrics to benchmark a vendor’s performance
Creating information transparency so each party can quickly adjust to sudden supply and demand changes

Jeff Simmons

Manager External Manufacturing, , Daiichi Sankyo

Jeff Simmons is currently Manager of Manufacturing Services at Daiichi Sankyo, Inc., Parsippany, NJ. He is responsible for managing the business relationship with several contract manufacturers to assure execution of the company’s marketing plan while maintaining regulatory compliance and compliance with contractual obligations. He is a licensed Professional Engineer and is APICS certified in Prod [read more]

Bob Douglass

Commodity Manager-API and Actives, , McNeil Consumer

Paul Seaback

VP Manufacturing and Supply Chain, , Medicis Pharmaceuticals

5.10 Close of Day One

Close of Day One






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Day 1- October 3, 2011 - Supply Chain Optimization

Bill McLaury Executive Director, North American Pharma Supply Chain, , Novartis Pharmaceutical Corp

Mahendra Pattni Senior Finance & Supply Chain Director,, Shire Pharmaceuticals

Reid Graves Business Process Senior Lead, SCM Master Data, , Merck

David Ulrich QA Director, Distribution Global Pharmaceutical Operations (GPO), Strategic Quality Initiatives (SQI), , Abbott Laboratories

Ravi Mathur Head of Logistics, Director of SCM, , Dr Reddy’s Pharmaceuticals (India)

Frank Binder, Director- International Logistics & Supply Chain, , Celgene (Switzerland)

Dave Malenfant VP Supply Chain, , Alcon Labs

Michael Daly Director- Supply Chain and International Operations,, Valeant Pharmaceuticals

Alasdair Shepherd VP of Global Operations, , Biogen Idec

Michael Trocchia Director US SCM Project Management, Novartis Pharmaceuticals Corporation

John Turanin VP and General Manager, , Zogenix Technologies

Jeff Simmons Manager External Manufacturing, , Daiichi Sankyo

Bob Douglass Commodity Manager-API and Actives, , McNeil Consumer

Paul Seaback VP Manufacturing and Supply Chain, , Medicis Pharmaceuticals