An Affiliate of Communiqué - Amazon S3...11 Upcoming CPSM Certifica-tion Details 12 ISM Term of the...

An Affiliate of

92 Years Old and still counting!

January 2013 Volume 21, Issue 8

Communiqué Newsletter of NAPM-Indianapolis, Inc. Established in 1917

Inside This

Issue:

Letter From

the Board

1-2

Letter from ISM 3

5 Reasons Why

You Need to

4-6

US Imports in

2012

7

Supplier Evalua-

tion Checklist:

A Must Have

8-9

Six factors that

separate supply

chain leaders

from laggards

10

The Realities of

Reverse Logis-

tics

11

Upcoming

CPSM Certifica-

tion Details

12

ISM Term of the

Month

13

New Member 13

ISM-Central

Indiana, Inc.

Calendar of

Events

14-16

Another year has come and gone! Happy 2013 to everyone!! The

key question before we make goals and plans for the New Year is did

we obtain our 2012 goals? Did we broaden our network? Did we de-

velop professionally? Did we increase our business and supply chain

acumen? If not, each New Year provides us with the promise of

greater potential growth and development. We have to make a deci-

sion to make clear and concise goals and pursue them with all effort

and vigor.

The National Association of Purchasing Management – Inc. (NAPM) –

Indianapolis is a great vehicle to pursue our professional, educational,

networking and social goals. We have Supply Chain Professionals at

all levels of their careers. There are hundreds of years of knowledge

and practical experience within our affiliate. We have members work-

ing at Fortune 500 companies along with mid and small businesses. It

is through this organization that you can achieve certification in Sup-

ply Management which gives an individual a great breath of knowl-

edge about our profession. Our certifications are nationally recognized

and it displays an individual’s determination and effort to continue

their education. NAPM – Indianapolis promotes lifelong learning for

Supply Management professionals through seminars, training, educa-

tional courses and professional development meetings.

The first half of our 2012/2013 season provided a wonderful slate of

professional development meetings. We have discussed a variety of

subjects including risk management, sustainability and strategic sourc-

ing presented by seasoned professionals in the respective fields. We

are excited about our upcoming meetings for 2013. They will combine

interesting venues with provocative speakers and presentations. It will

also include our annual golf outing.

http://proqur.com/supplier-evaluation-checklist/



So make a decision today to become more involved with our local

affiliate. We have received great response from our monthly seg-

ment at our professional development meetings entitled “Getting to

Know You”. It provides our membership with the opportunity to

give a five to seven minute presentation about themselves and their

job function in Supply Chain. The opportunities to volunteer on

various committees and special projects are endless. We definitely

need your participation and enthusiasm to have a viable and produc-

tive affiliate.

Since the new year is a time for change, The Board of Directors

wanted to inform you of an upcoming name change for the National

Association of Purchasing Management Inc. – Indianapolis (NAPM-

I). The new name of our organization will be the Institute for Supply

Management – Central Indiana. This aligns our local organization

name with the national organization which changed their name some

time ago. It gives us a consistent brand for individuals that are fa-

miliar with the national organization or have moved from other ar-

eas. This change has been adopted by other affiliates around the

country. The name change also provides the opportunity to reach

additional Sourcing and Supply Chain professionals. This will be a

beneficial change for our affiliate. It was also the goal of the local

Board to expand our name from Indianapolis to Central Indiana be-

cause of the expanded distance of our members. It allows us greater

avenues to reach potential members in Columbus, Fort Wayne,

Evansville, Bloomington and surrounding areas.

During our recent economic times, ISM has lost some of our affili-

ates in the state. We want to provide access to educational, profes-

sional and networking resources for Supply Chain professionals in

the Central Indiana area. Our Board of Directors will be explaining

more about our name change in future meetings and correspondence.

We look forward to a great 2013!

Ronald Wright

National Association of Purchasing Management Inc. - Indianapolis

Membership Director

President

Megan Mills President@napm-

indianapolis.org

Vice-President

Stacie Neuhaus, C.P.M.

VP@napm-

indianapolis.org

Treasurer

Erica Voetsch, CPSM Treasurer@napm-

indianapolis.org

Director of Programs

Patrick Carroll, CPSM Programs@napm-

indianapolis.org

Director of Education

Michelle Moore Education@napm-

indianapolis.org

Director of Communications

Dan Levine Communications@napm-

indianapolis.org

Director of Membership

Ron Wright, C.P.M. Membership@napm-

indianapolis.org

Director of Excellence

Mira Pike Excellence@napm-

indianapolis.org

Secretary

David Mumper Secretary@napm-

indianapolis.org

Past President

Lea Anne Fuchs, C.P.M., CFSP PastPresident@napm-

indianapolis.org

Office Manager

Wendy Bayley

317-889-9225 CustomerService@napm-

indianapolis.org

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www.napm-indianapolis.org

Dear LeaAnne,

Congratulations! I am pleased to inform you that the ISM Board of Directors ap-

proved your affiliate’s name change to ISM―Central Indiana, Inc., at its board

meeting on January 10, 2013. Along with the approval of your ISM―Central Indiana

name is formal approval of your affiliate bylaws submitted as part of the name

change process.

Attached is the signed copy of the ISM Affiliated Association Agreement for your

affiliate records.

Also attached is your new affiliate logo in various formats. This is the only

ISM―Central Indiana logo you may use on your affiliate’s letterhead, documents,

promotional items and website. Please review the ISM Logo Usage Guidelines for

using this logo.

If your affiliate’s website has a new URL, please provide it to Linda Thomas

([email protected]) so we can update your affiliate’s link/URL from the ISM website.

You can now mail the name change application to your state and provide us with a

copy of your updated articles of incorporation as soon as you receive it. Also, be sure to notify the IRS that you changed your name. Please refer to the IRS

publication: Understanding Your EIN for instructions on page 30.

To assist you with the transition to your new name, ISM Affiliate Support developed

a checklist of tasks of What to Do After the ISM Board Approves Affiliate Name

Change. We believe this document will be a helpful guide through the transition.

Please note that affiliates approved to use the ISM—Affiliate Name, Inc. are required

to submit a new 3-Year Business Plan to ISM every three years. To that end,

ISM―Central Indiana will need to submit an updated 3-year business plan in Janu-

ary 2016. Although a reminder will be emailed, we suggest that you retain this letter

for your records and inform future presidents of this requirement.

Again, congratulations. We sincerely appreciate the time and effort your affiliate put

forth during the name change process.

Best Regards,

Jan Miller

Institute for Supply Management™ Vice President, Affiliate Support

mailto:[email protected]

5 Reasons Why You Need to Know Your Supplier's

Supplier Better visibility to your Tier 1 and Tier 2 suppliers can help reduce sup-

ply chain risk.

Siddharth Taparia, senior director of portfolio and strategic marketing, SAP

Jan 10, 2013

Multi-tier supply chain visibility is no longer just a pipedream -- market leaders

in every industry segment have visibility not just into their important tier 1

suppliers, but at least a limited cross-section of their tier 2 and tier 3 suppliers

as well. This article will discuss why organizations, especially those who out-

source manufacturing operations, can improve operational capabilities with

better connectivity with and visibility into all tiers of their suppliers in the busi-

ness network.

Outsourcing is increasingly becoming a key strategy to lower costs, reduce

capital assets and get products to market more efficiently than the competi-

tion. According to IHS Isuppli, the total electronic contract manufacturing

market continues to hold in 2012, after posting a solid growth in 2011. Indus-

tries such as pharmaceuticals are leaning towards outsourcing clinical trials and

manufacturing.

But at the same time, outsourcing has led to increased complexity and less

visibility and control over the manufacturing process -- as the key planning and

execution data resides outside the four walls of the enterprise. Electronic con-

nectivity with suppliers alleviates this issue by providing critical visibility and

control that OEMs need. But why not just connect with the first tier of your

supply base and then let them manage their suppliers?

Below are five key reasons why manufacturers need multi-tier connectivity:

Well-coordinated Product Launch and Wind-down

Two critical areas of focus in certain industries such as consumer products

and technology are product launch and product retirement. In industries such

as high technology where products have short lifecycles, most profits are

made in the early weeks of the product launch before competition moves in. Coordination within the supply base is critical for ensuring that the production

ramp-up goes smoothly (and is cost effective) in preparation for a product

launch.

Similarly potential write-off liability can rapidly accumulate in fast-moving

industries if wind-down is not planned well. Multi-tier supplier connec-

tivity provides the foundation for an OEM to coordinate closely with

key suppliers (whatever tier they are at) and successfully execute these

two product lifecycle stages for every product in a repeatable and pre-

dictable manner.

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Better Day-to-day Coordination of Activities to Improve Key Oper-

ating Metrics

During on-going production, OEMs want ongoing visibility into availability of

key components to ensure smooth production. Some of these components may be in short supply (such as flash chips in the high technology industry that

may be coming from lower tier suppliers, or some automotive components

being supplied in 2011 from plants in areas affected by the Japanese tsunami),

or may be under allocation, so visibility is often very critical.

Multi-tier visibility provides OEM visibility into such components and enables

them to proactively identify imbalances, errors and shortages and address

them. It also alleviates the need for expensive shipment methods to meet de-

livery dates.

Finally, due to better coordination, cash-conversion metrics improve. Accord-

ing to analyst firm Aberdeen Group (see Table 1), by taking advantage of B2B

collaboration, best-in-class companies show significantly better operational

performance.

Better Plan Quality

One of the biggest challenges in fast-moving industries is that the planning cy-

cles of various constituents are misaligned and starved for information, so the

planning cycle takes a lot longer than the execution cycle of flow of actual

products from contract manufacturer to the consumer retail point. Multi-tier

connectivity can accelerate the velocity of information flow, which not only

improves the quality of information used in the planning process, but also re-

duces the overall planning cycle time across the supply chain.

Better Supplier Performance Tracking and Metrics

In order to measure the performance of key suppliers (irrespective of what

tiers they belong to), OEMs need to be connected to them so they can get

better quality of data that is always current. By tapping into events as they

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http://www.aberdeen.com

occur (due to connectivity within the supply chain), they can measure not

only ongoing performance metrics but other information such as supplier’s

flexibility and effectiveness in executing against electronic signals (vs. phone

calls) so that cost of processing within a supply chain can be reduced. Better

supplier performance information also allows them to improve their sourc-

ing process.

Reduced Supply Chain Risk

A recent McKinsey report identified that reducing supply risk is one of the

top priorities of industry executives. By improving visibility into a supplier’s

delivery plans, shipments and status changes, organizations can more closely

coordinate their activities with a supplier. This enables them to improve

predictability, proactively address issues and have more time to react faster

to any surprises.

In its research report on the top 25 supply chains of 2012, analyst firm Gart-

ner came to a similar conclusion: “Beyond absolute financial performance,

the ability of a company to consistently post industry-leading results year

after year, despite demand and supply disruptions, is an indicator of resil-

iency.”

Better visibility into and coordination with suppliers and using it to proac-

tively take actions, as well as better communication of demand/changes to

suppliers, can enable organizations to get closer to their goals of operational

and innovation excellence. Figure 1 shows the hierarchy of supply chain and

innovation metrics in an organization. Multi-tier supply chain connectivity

that leverages a business metwork can significantly improve these metrics

for any organization.

Combined with a business network, multi-tier supply chain visibility is

one of those capabilities that can enable an organization to reduce

costs by achieving operational and innovation excellence, reduce sup-

ply risk and improve profitability from newly introduced products – all

sources of competitive advantage in any industry.

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http://www.mckinseyquarterly.com/Operations/Supply_Chain_Logistics/The_challenges_ahead_for_supply_chains_McKinsey_Global_Survey_results_2706

http://www.gartner.com/id=2021615

U.S. Imports in 2012 Increase 1.2 Percent Over 2011 Supply Chain Brain, By: Zepol January 14, 2013

U.S. vessel imports rose a slight 1.2 percent in 2012 over the year before. This

was a total of over 17.6 million TEUs imported, or roughly 200,000 more contain-

ers than in 2011. Slow and steady growth seems to be the consistent pattern for

the year as import volume still has not returned to 2007 or 2008 levels. Zepol has

seen a large spike from 2009 to 2010 and then a plateau-like trend for the past

three years, although 2012 was an especially unique year for U.S. imports.

“In the past 12 months there have been strikes at the ports, hurricanes, and shifts

in manufacturing. Not to mention that in a post-recession economy, U.S. compa-

nies are running their businesses much more conservatively.” says Paul Rasmussen,

U.S. trade expert and CEO of Zepol Corp. “It’s no wonder that 2012 imports

were less than dramatic and certainly not back to the massive consumption seen in

2007.”

A Closer Look at U.S. Imports for 2012:

1. What countries does the United States import the most from? – U.S.

imports from Asia increased 0.2% from 2011, but it’s nowhere near the increase

seen from Europe which rose 6.4% in 2012. China, the leading exporter to the

United States decreased in TEU exports for the second consecutive year by 0.4%.

Although, South Korea, the second-largest exporting country, increased 1.2%. Ja-

pan and Germany, the third- and fourth-largest exporting countries to the United

States, also had some significant growth in 2012, rising by 2.2% and 8.7%, respec-

tively.

2. What were the top U.S. ports in 2012? – The Ports of Los Angeles and

Long Beach are the busiest ports in the country and both have posted slight de-

creases from 2011 by 0.7% and 2.3%. On the other hand, the Port of Newark/

New York, the nation’s third-largest port, increased in 2012 by 1.6%. Notable in-

creases in traffic were also seen from the Port of Norfolk, Virginia by 10.3% and

the Port of Charleston, South Carolina by 7.4%.

3. Which carriers brought in the most goods? – As for the ships that carry

all these goods to the United States, Maersk Line was the top carrier again for

2012 and increased in TEUs from 2011 by 7.9%. Mediterranean Shipping Company

was the second largest carrier in 2012 and rose a slight 0.6% from 2011. APL Co.

ranked third and had a solid increase in TEU imports by 5.1%.

Zepol's data is derived from bills of lading entered into U.S. Customs and Border

Protection's Automated Commercial Environment. This information represents

the number of house manifests entered by importers of waterborne vessel goods.

This is the earliest indicator for trade data available for the previous month’s im-

port activity. The data excludes shipments from empty containers, excludes ship-

ments labeled as freight remaining on board, and may contain other data anoma-

lies.

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Supplier Evaluation Checklist: A Must Have Posted on January 3, 2013by Daniel in Procurement Process

Supplier models over the years.

Adversarial Model:

Prior to the 1960’s, the relationship between buyer and supplier was pretty

negative: suppliers were not trusted, communication was very formal and

limited, information between buyer and supplier was not shared openly,

and negotiations between buyer and supplier had a “win-lose” approach.

Partnership Model:

Eventually the buyer/supplier relationship started to emphasize on quality in

addition to price. Companies also started to buy large orders to get a dis-

counted price, but they ended up building a backlog of inventory - this

model can be called the Economic Order Quantity Model. Although large

inventories may be justifiable for some, the overall cost of this process was

expensive. This led to the concept of “Just-In-Time” manufacturing, where

only what was needed was purchased when needed. Things like quality and

safety also became more regulated. All these factors emphasized the need

for a close partnership between buyers and suppliers – i.e. The Partnership

Model.

Supplier Evaluation Checklist

To function in this environment, a company’s suppliers should be its closest

partners and they can play a major role in the company’s competitive ad-

vantage. Therefore, maintaining some basic evaluation criteria and encour-

aging effective communication and transparency is important between

buyer and supplier. According to this post by Supply Chain Management

professor Dr. Robert Handfield, the four most basic supplier evaluation

categories that every checklist should have are:

1. Quality

2. Delivery

3. Cost

4. Service

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http://scm.ncsu.edu/scm-articles/article/the-procurement-process-creating-a-sourcing-plan-procurement-a-tutorial

You can see that depending on the weight (or importance) you place on a

category, the bigger its impact on the overall rating. If you’d like us to email

you a supplier checklist template spreadsheet, Let us know. Now you can

create your own supplier evaluation checklist, and evaluate your suppliers

better. Remember, keeping open communication and transparency can also

go a long way in turning your suppliers into strong strategic partners.

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Six factors that separate supply chain leaders from

laggards Supplychainstandard.com January 7, 2013

PwC has identified six factors that set the leaders apart from the laggards in

a new survey that highlights the need to actively manage supply chains to

transform vulnerabilities into a competitive advantage.

Gordon Colborn, partner, PwC Consulting said: "We are seeing the best

companies investing in next-generation supply chain capabilities that en-

hance profitability, but still meet the needs of individual customers. Respon-

sive supply-chain configurations not only drive performance, but allow com-

panies to serve their customers seamlessly in turbulent market conditions."

The six factors identified by PwC are:

* Supply chain leaders deliver both better than average financial results and

customer responsiveness. Leaders enjoy a 2X profitability advantage as

compared to laggards, and a 17-point on-time delivery percentage advan-

tage. It starts with recognition of the supply chain as a strategic asset, but

less than half of survey respondents say their companies view the supply

chain as a strategic asset.

* 83 per cent of leaders tailor their supply chains to meet the needs of dif-

ferent customer segments. Laggards are more apt to take a 'one-size-fits-all'

approach with fewer supply chain configurations.

* Leaders often outsource production and delivery, but retain global con-

trol over core strategic functions such as new product development, sales

and operations planning (S&OP) and procurement.

* Interest in next- generation technologies and sustainability is growing.

More than half of survey respondents said they are implementing or plan to

implement new tools for process automation or transparency. More than

two-thirds think sustainability will play a more prominent role in supply

chains in the future.

* Supply chain leaders in both mature and emerging markets invest heavily

in advanced capabilities that differentiate them from their competitors.

* Leaders focus on best-in-class delivery, cost and flexibility to meet in-

creasingly demanding customer requirements. The two factors that create

the highest value are maximizing delivery performance and minimizing sup-

ply chain cost.

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The Realities of Reverse Logistics Supplychainbrain.com January 7, 2013

Irv Grossman, vice president of the Supply Chain Operations Practice of

Chainalytics, offers guidance on how companies can stop thinking of re-

verse logistics as an inevitable burden, and begin approaching it strategically.

Many companies continue to view reverse logistics as an “inevitability,” says

Grossman. What they should be doing is taking a strategic approach to this

critical link in the supply chain. He advises businesses to identify where the

process went wrong – was it the product itself, the size, the color or possi-

bly a bad customer experience? Such an approach offers “an opportunity to

mine the data, learn and provide a better customer experience,” he says.

New technology and developments in electronic commerce can help. They

generate a substantial amount of information that can be used to improve

the fulfillment experience. A full understanding of the social media phe-

nomenon can be especially helpful in divining customer trends and prefer-

ences.

Companies can reduce the volume of returns somewhat by engaging in

such techniques as including a toll-free number in the original packaging, to

provide customer help up front. They can also tighten policies in order to

avoid fraud. (Or, for that matter, loosen them to win more customers.)

Again, the key is accessing the data and making optimal use of it. In some

cases the retailer will relay data to the original design manufacturer, to re-

solve potential issues far up from the chain. That approach can be especially

valuable at a time when product lifecycles are shrinking drastically. “You

have to see the information early, and get it at the point of contact,”

Grossman says.

The drive for sustainability and green supply chains is becoming an increas-

ingly important aspect of reverse logistics. Grossman cites a United Na-

tions statistic that some 50 million tons of electronic waste are created

every year. According to the Environmental Protection Agency, just 8 per-

cent of high-tech devices are making their way back through the sustainabil-

ity cycle. Grossman says companies must work harder to improve that re-

cord, in part through the “de-manufacturing” of items and the extraction of

rare earth materials, which can be otherwise difficult or expensive to ob-

tain.

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WOULD YOU LIKE TO EARN YOUR CREDENTIALS?

No Degree? Working Towards It?

Prove you have broad-based knowledge in all the major components of supply manage-

ment. ISM's newest credential, Certified in Supply Management™ (CSM™), was developed

to allow practitioners a way to demonstrate knowledge in supply management, regardless

of whether they have a college degree. It validates your supply management body of

knowledge and skills in areas such as finance, supplier relationship management, organiza-

tional global strategy and risk compliance.

Degree?

Transform yourself and make the move to gain supply management's most prestigious des-

ignation. ISM launched the Certified Professional in Supply Management® (CPSM®) program

in May 2008. The CPSM® is the credential that surpasses the demands of the international

marketplace with multi-faceted skills in areas such as finance, supplier relationship man-

agement, organizational global strategy and risk compliance.

CERTIFICATION REVIEW CLASSES

Module 1: Foundation of Supply Management

Jan. 19th -- 8:00 am - 5:00 pm.

Module 2: Effective Supply Management Performance

Mar. 16th -- 8:00 am - 5:00 pm.

Module 3: Leadership in Supply Management

Apr. 20th -- 8:00 am - 5:00 pm.

Location: Clarion Inn & Suites, NW

Facilitated by: Russ Morey Please purchase the study guide through ISM.

Cost: per Module Members $200 Non-Members $300

Cost: All three modules if paid prior to Jan. 19th.

Members $500 Non-Members $750

NAPM-Indianapol is MEMBERS HIP

September, 2009

270

Building a Powerful Profession:

One Member at a T ime

Social Media in the Supply Chain

Volume 21, Issue 8

ISM Membership

38,996

Number of CPSM®s

5,211

Number of CPSD®s

253

ISM-Central Indiana

Membership

224

New Members of our Affiliate

Please welcome the following new members of ISM-Central Indiana, Inc.

Name Company

Chris Durnil Bowen Engineering Corporation

The Board of ISM-Central Indiana would like to express a warm welcome to each of our new mem-

bers. Please let us know how we can better serve you by answering any questions you may have.

ISM Terms of the Month:

Collaborative value chain (CVC) — The Internet-based processes and technical frame-

work for communicating, collaborating, and transacting business with your customers and

suppliers.

Consortium market — A market set up by a consortium of supply managers or suppliers

who often want it to become a public market once it is well established.

Join us on Linked-In and NETWORK, NETWORK, NETWORK with your colleagues.

http://www.linkedin.com/groups?about=&gid=1817281&report%2Esuccess=r3Tayp0nRRro3Er8iWS8vO-u_mFd11ndGIOEdAI27ES3KgpplepkOcIgotS3mJWzXqb2u21wqjDJwM




Registration & Networking—5:30 PM

Dinner—6:00 PM

“FREE” for Members $40 for Guests $20 for Students

Prior to Monday, Jan 14th.

PDM Location:

Maggiano’s 3550 E 86th Street

Indianapolis, IN 46240

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ISM-Central Indiana, Inc. Monthly Calendar

DATE DAY TIME EVENT

1/17/2013 Thursday 5:30-8:00 PDM

Speaker Mike Hicks

Economic Outlook for Indiana in 2013

Location Maggianos, Keystone at Crossing

2/21/2013 Thursday 5:30-8:00 PDM

Speaker Joe Arruda

Health Care cost and the Supply Chain

Location TBD

All reservations must be received and paid prior to the Tues-

day before the PDM. No meal guarantee for reservations af-

ter this date or unpaid reservations. No price guarantee after

this date. All cancellations must be made 48 hours in advance

for a refund consideration.

Please remember that if your plans change and you cannot make an

event, you must contact the Office Manager, Wendy Bayley (317-889-

9225 or [email protected]), to cancel your res-

ervation. You cannot cancel a reservation on-line.

Members - Free.

Early Bird Specials: Academic Members - $30 if paid prior to Tuesday, Oct 23rd.,

fee then increases to $35. Students - $20 if paid prior to Tuesday, Oct 23rd., fee then in-

creases to $25. Non-Members $40 if paid prior to Tuesday, Oct 23rd, fee then

increases to $45.

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ISM-Central Indiana, Inc. 2012-2013

January 17, 2013

Thurs-day

5:30 pm

PDM – Economic Outlook For 2013 – Mike Hicks – Maggianos, Keystone at The Crossing – Earn 1 CEH

January 19, 2013

Satur-day

8:00 am

Certification Review Classes – Foundation of Supply Management – University of Indianapolis – Earn 16 CEH’s

February 21,

2013

Thurs-

day

5:30

pm

PDM – Health Care Cost & The Supply Chain – Joe

Arruda – Indianapolis Zoo – Earn 1 CEH

March 21, 2013

Thurs-day

5:30 pm

PDM – Extended Supply Chain Management – Tech-nology Tools To Survive The Unforeseen – Don Jour-ney – Piper’s Grand Manor, Greenwood, Earn 1 CEH

March 16, 2013

Satur-day

8:00 am

Certification Review Classes – Effective Supply Man-agement Performance –University of Indianapolis – Earn 16 CEH’s

April 18, 2013 Thurs-day

5:30 pm

PDM – Venture Capital & The Supply Chain – Matt Neff – NCAA Hall of Champions – Earn 1 CEH

April 20, 2013 Satur-day

8:00 am

Certification Review Classes – Leadership in Supply Management –University of Indianapolis – Earn 16 CEH’s

May 16, 2013 Thurs-

day

5:30

pm

PDM – President’s Night & A Supply Chain Manage-

ment Guide To Business Continuity – Jazz Kitchen, Broad Ripple – Earn 1 CEH

May 2013 Thurs-day

12 Noon

Golf Outing

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