Supply Management as the CFO of the Supply Chain



Curriculum

AGENDA
Wednesday 8/13/03 Thursday 8/14/03 Friday 8/15/03
"Taking Cost Leadership across the Chain/Network"

"Insights into Driving Key Financial Targets through Supply"

"Can't Integrate Your Supply Chain? Try Facilitation Instead!" (Dinner Speaker)
"CEO Driven Purchasing Priorities for this Decade: Setting Priorities and Targeting Opportunities"

"New Levels of Influence: Extending One's Reach"
"Going Forward: Building Your Own Game Plans"


Wednesday, August 13, 2003

"Taking Cost Leadership across the Chain/Network"
Joseph L. Cavinato, Ph.D., C.P.M., Director of ISM's Center for Strategic Supply Leadership (CSSL) and ISM Professor of Supply Management at Thunderbird, The American Graduate School of International Management

Price negotiation has limits to what it can accomplish. The leaders in supply, who get farther with more sustainable results, are those who find the root of costs and their structures. Success comes from identifying those behaviors that are embedded in the supply chain's investments and processes. Key objectives of this session include:

  • Providing a road map for costs across the chain and beyond your own organization
  • How to start price discussions with process probing and cost discovery
  • Taking leadership beyond your department or team to deliver organizationwide results

"Insights into Driving Key Financial Targets through Supply"
Timothy Van Mieghem, CPA, Founder and Partner, The ProAction Group

Learn how to translate financial objectives into the operations of the sourcing function. The sourcing function controls as much as 55-65 percent of the company's cost structure and wields assets unmatched by any other function. Discover how to incorporate the goals for the income statement and balance sheet into the supply network. The objective of this workshop is to expand your mind-set in terms of leveraging sourcing to achieve corporate financial goals. Highlights of this session include:

  • Review the principal ways that sourcing impacts the balance sheet
  • Build a road map to the income statement
  • Tools that assist in driving financial impact through sourcing
  • How to positively exploit the assets of the supply base
  • Demonstrate how to link financial goals to sourcing strategy and tasks
  • Lean manufacturing efforts
  • Strategic initiatives that require new ways to develop competitive advantages
  • Total cost of ownership and the trends toward global sourcing and advanced supply chain management

Dinner Speaker
"Can't Integrate Your Supply Chain? Try Facilitation Instead!"

Thomas Brunell, Vice President, Supply Network Services, Avnet Electronics Marketing

Although the current focus is on integrating the supply chain, integration appears to be elusive for most of us. Supply chains are more web-like than linear, which makes integration a real challenge. This session takes a look at how going back to the "basics" can facilitate integration and achieve very powerful results. You probably have many of the basic tools in your kit right now. It may be time to rethink the application of these tools and get away from the concept that sophistication is the answer.


Thursday, August 14, 2003

"CEO Driven Purchasing for this Decade: Setting Priorities and Targeting Opportunities"
Peter D. Shadek, Principal, A.T. Kearney

Over the past decade, many companies have embarked upon — and achieved significant results with — strategic sourcing initiatives. These initiatives have frequently focused on leveraging scale and introducing competition into specific categories. Today, senior supply executives are increasingly being charged with driving additional cost reductions and productivity improvements, while tightly managing organizational and technology budgets. CEOs are challenging their CPOs to boost true business value by aligning supply strategies with corporate business strategies.

Because future improvement opportunities will be more challenging, and will most likely be realized through different means than in the past, this session focuses on setting the CPO agenda from a financial perspective. Setting priorities and targeting opportunities through supply management processes, organization, and technology will be a mainstay of the new agenda. This framework, developed by A.T. Kearney, helps executives balance the need for organizational and technology investments with the cost savings resulting from these improvements. The CPO agenda addresses some of the newer strategies that companies are pursuing today, including mega-suppliers, demand management, and e-supply management (e-tools). In addition, the CPO agenda provides a framework for helping CPOs and other senior procurement executives decide where to invest or restructure their procurement organizations and where to deploy technologies.


"New Levels of Influence: Extending One's Reach"
Michael T. Smith, President, Thomas Advisory Group

In a little more than a decade, purchasing managers have become supply chain managers and dramatically improved the cost efficiency of their direct supply chain in the process. Now, today's successful supply chain managers are driving their efforts beyond their direct supply chain, focusing on impacting the broader financial goals of their organization as well as their suppliers. This session highlights the characteristics of a supply-driven organization. Explore how supply managers extend their reach to other areas of their organization, and go deeper into their suppliers' chains. Be prepared for an in-depth analysis using several case studies to illustrate real-world applications. The second half of the session involves a group exercise to identify immediate opportunities to focus on when you return to your office.


Friday, August 15, 2003

"Going Forward: Building Your Own Game Plans"
Joseph L. Cavinato, Ph.D., C.P.M., Director of ISM's Center for Strategic Supply Leadership (CSSL) and ISM Professor of Supply Management at Thunderbird, The American Graduate School of International Management

Previous sessions presented actual building blocks to a powerful and more substantial supply capability. This session presents the strategic and managerial underpinnings that you can use for assessment and execution within your group. Discover how to reach out across your organization and how some supports extend into supplier tiers. This session offers a flexible template to use in your unique setting.


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