Monday, April 17

7:30a-8:30a

Pre-Conference Workshops

8:30a-12:00p

1:00p-4:30p

4:30p-5:30p

Tuesday, April 18

7:00a-8:15a

Strategic Design of Product, Process and Supply Chain

8:15a-8:30a

8:30a-8:45a

8:45a-10:30a

Supply chain design needs to be treated as a critical activity and capability embedded into an organization’s strategic thinking and concurrent development processes. Because internet technologies cause clockspeed acceleration, the age of eBusiness will provide may new threats and opportunities from supply chain dynamics. This presentation will apply the principles of Clockspeed to assess how both fruitflies and dinosaurs might fare in the Age of eBusiness.

DaimlerChrysler is widely respected for its leadership and innovation in both supply chain management and product design. As a merged entity, the company has had to consider many strategic and cultural (including German/US) complexities in addition to the usual supply chain and product design ones. Jeff will share how DaimlerChrysler is resolving these while leveraging its many combined strengths for the Global Procurement & Supply organization. In particular, he will describe how DaimlerChrysler is using specific measurements, including the well-known SCORE program, to track its progress with suppliers.

Leveraging the Internet

As Oracle embarks on its history-making venture with Ford, its leader, Ray Lane, will share his view of how the Internet will restructure the entire supply chain from Product Development to Product Delivery and Service. He believes the opportunity is unparalleled in world commerce history to rationalize over a trillion dollars of redundant inventories and design a customer responsive supply chain that provisions the buyer in real time.

"Apart from creating straightforward savings on procurement and inventory...[the joint venture] should also encourage shorter product cycles…it will help parts of the supply chain to work together especially when developing new products." -- The Economist, Nov 6, 1999

The Ford/Oracle joint venture is the world’s first global, automotive online supply chain network and the world’s largest business-to-business electronic network. It will enable an integrated supply chain, linked via the Internet, and will transform how business is conducted with original equipment manufacturers and all suppliers. The result will be increased and faster information sharing and greater efficiencies throughout the entire supply chain, dramatically reducing transaction costs for participants, and ultimately reducing time-to-market.

Learn how Honeywell is using an Internet-based, globally Integrated Supply Chain which considers supply chain complexity, product technology complexity, and customer/market characteristics. Discussions around JIT, MRP, Supply Chain Complexity, Forecast Accuracy, Demand Management, manufacturing line configurations and SIOP (sales, inventory, and operating planning) will highlight the need for a fast, web-based solution set which is capable of integrating an "outside-in" approach to supply chain management. They will cover the approach, the specific e-commerce enablers selected, implementation strategies, and early results in demand management and supply base execution.

As a final look ahead, Professor Lee will share his insights from working closely with the most prominent and successful companies in the world. Some of his observations:

• An internet-based design for supply chain management software company has seen its market value increased by about 10 times in less than half a year.

• A Stanford study found that companies engaged in collaborative designs were far more successful than their competitors.

• A leading-edge high-tech company has adopted design for supply chain management as one of its design principles.

• A world class contract manufacturer shortened its new product introduction cycle leaps and bounds by linking with its suppliers using specialized internet-softwares.

Companies are increasingly recognizing that effective supply chain management should start with the optimal design of the products and processes. Design for supply chain management is a great opportunity in the information age. Companies that collaborate with supply chain partners for new product design and introduction can realize significant competitive edge and create great values. With the advances of the internet, we are witnessing rapid innovations of such collaborative efforts. In this talk, Professor Lee will share examples, trends, and the exciting developments in design for supply chain management in the internet age.

Download Conference Brochure with Registration Form
(PDSC2000.pdf - 287kb) - Includes all program details

Wednesday, April 19

7:00a-8:30a

7:30a-8:15a

A special session has been added to the program, concurrent with continental breakfast on Wednesday. You are invited to learn how Redback Networks managed outsourced operations and quickly turned out products in a high-stakes race. Being first-to-market with top quality solutions allowed Redback to lock in market share, create loyalty and open opportunities for growth. But superior technology and good marketing can’t rescue a product that arrives late due to production delays or quality concerns. Sean Laskey, Redback's VP of Operations, will discuss how this start up came out of the gates fast--and beat giants like Cisco and Nortel to market with its products.

Breakthrough Collaboration and Design Approaches

8:30a-9:30a

High inventory levels and lower than expected service levels hurt Vancouver’s supply chain performance in 1996-97. Historical data showed significant inventory and demand mismatches for particular SKUs within the same product platform. IntelliMix product design and late point differentiation strategies enabled meeting customer demands in a more responsive and effective manner. This presentation describes how IntelliMix design strategy can be enabled through joint collaborations among R&D, Marketing, and Supply Chain, focusing particularly on the successful efforts of the Electrical Engineering group. Importance of early discussions, cross-functional diffusion of knowledge, setting the right objectives and metrics, and corresponding business benefits, are topics that will be covered during the discussion.

The 5ESS digital central office switch is the flagship product of Lucent Technologies. It is a highly configured product which is custom engineered and manufactured to meet customer requirements. Accordingly, the delivery intervals can be relatively long. Recently faced with a challenge of delivering and installing a large order of highly customized 5ESS systems in a short period of time, they had to change their traditional provisioning processes and product structures by using postponement supply chain principles.

This presentation will review the changes that were made to implement postponement. Furthermore, despite their best efforts to implement "ideal" postponement, there were still constraints that remained because of the existing product design. Those constraints and the lessons learned for future product designs will be reviewed.

At the first conference on PD&SC, Harley-Davidson was one of the companies held up as an example of excellence in the development of both its suppliers and its products. Greg Smith believes some key reasons for Harley-Davidson’s success are:

1. leadership and the strategic context in which activities are set

2. early involvement of suppliers in engineering and methodology

3. its relationships with suppliers and its Supplier Advisory Council

This presentation will cover the specific elements that go into creating superior collaboration and performance, and Greg will be joined by Mr. Papke, head of their Supplier Advisory Council to provide a two-way perspective.

You may choose from one of the following sessions, concurrent with buffet lunch on Wednesday. Each smaller group will be led by a subject expert and will provide you with the opportunity to discuss topics such as use of the web, supply chain metrics, enabling software, and integration.

A. Benchmarking the Supply Chain
Steve Geary, Senior Product Manager, Supply-Chain Management Benchmarking Series, Performance Measurement Group (PMG)

Companies are becoming more aware of the need to synchronize all aspects of their supply chain to be competitive. This session will provide executives with recently released data and analyses from PMG’s Supply Chain Management Benchmarking Series. Discuss the findings and implications to senior managers as well as how to incorporate a benchmarking program into your company to continually monitor and improve your supply chain.

B. Leveraging B2B Marketplaces for Product Lifecycle Management
John Fors, Solutions Director, i2

Discuss solutions to leverage the power of the internet — from acquiring customer requirements and feedback through web-based survey technologies to collaborative portfolio and product planning, design optimization and resource scheduling. Find out how to empower the transition process to allow an optimal product launch and phase out of products, capitalizing on the margins associated with early lifecycle stages and avoiding the obsolescence costs and discounting during phase out. Learn about Digital Marketplaces, a unique platform to address such issues.

C. Collaborating Within the Custom Development and Sourcing Market
John Walling, Program Manager, Supplybase, Inc.

Custom parts are unique. They are designed specifically for a product and cannot be ordered from a catalog. Find out how you can improve the process of developing and sourcing custom parts and assemblies and achieve significant cost savings. This session will introduce an integrated web-based process management platform being used at several major OEMs (including Iomega and Flextronics International) that enables tracking, documenting, and monitoring of custom parts through all stages of development and sourcing.

D. Product Development: A New Paradigm for Managing Uncertainty and Complexity
Sanjeev Gupta, President, Speed to Market Engines

While Supply Chain Planning tools have been around for years, the market for New Product Development (NPD) tools is just emerging. Today, NPD organizations are finding that they have a unique set of requirements, requiring a fundamentally different approach. Knowledge Workers, not factory workers, must function in a matrix organization, not a supply chain. These Knowledge Workers will not accept "black-box" decisions - they need tools that will give them information, and a means of dealing with the high levels of complexity and uncertainty in their jobs. At the same time, they must deal with the conflicting agendas of different groups, both within the organization and across their Extranet. In this session, learn how a breakthrough in NPD addresses these issues, resulting in much faster Time-to-Market and synchronization across the entire NPD Matrix.

The supply chain is no longer just a back-end, cost driven process. Today’s supply chain must serve the customer by connecting across all supply partners to create an extended enterprise. Cisco’s own experience has yielded over $175 million annually in cost savings, and contributed to revenue of $269 million annually due to new product introduction processes. Learn what Cisco did, how they did it, and how you can apply their experience to your own business.

3:00p-3:30p