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The Intelligent Supply Chain – Unleashing the Power of Information

A New Era Of Globalization

Invent Your Future — In the Age of Acceleration

Expecting More from Our Supply Chains: Do We Need a PAIR-adigm Shift?

You Say You Want a [Transportation] Revolution? Well, You Should

The Value of Information & Supply Chain Agility for Managing Demand Uncertainty

Today’s Culture Is Tomorrow’s Performance

2019 Circle of Excellence Award Recipient: Yusen

Logistics Americas - NYK Group

The Humanitarian Supply Chain: The

Value of Sustainability and Openness

Shirk Your Duties: Navigating the New World of American

Tariffs

SCLA 2019 Directory and Reference Guide

Volume 22, 2019 $10.00

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Editor’s Letter

A New Era Of Globalization While the world remains round, the confluence of factors that led Thomas Friedman to proclaim its flatness in 2005 continue to grow in strength and reach. Globalization is not going anywhere, but whom it affects and how to best benefit from it remain in flux.

Invent Your Future In the Age of Acceleration, disruption is the rule, not the exception, and the first one now will be the last later. This disruption and reversal can be avoided if leadership is willing to look with fresh eyes at how it manages the future.

Expecting More from Our Supply Chains: Do We Need a PAIR-adigm Shift? For too long, supply chain performance has been viewed as the company’s fount of cost savings that helps to fund other business developments. Cost manage-ment is vital, to be sure, but we should aspire for more and take credit for the other sources of value we create.

You Say You Want a [Transportation] Revolution? Well, You Should Put simply, if the U.S. economy expands at a rate faster than carriers’ ability to add capacity, what we need is nothing less than a transportation revolution.

SCLA 2019 Directory and Reference Guide

Yusen Logistics Americas- NYK Group Earns the 2019 DBMA Circle of Excellence Award Yusen demonsrates that companies today are required to go a step further than compliance, that they are members of society and must therefore give due consideration to social ethics, human rights, the global environment and local communities.

The Value of Information & Supply Chain Agility for Managing Demand Uncertainty The promise of Big Data allows com-panies to use information to minimize uncertainty throughout the supply chain. Now the only question is, how?

Today’s Culture Is Tomorrow’s Performance Corporate culture is directly correlated to financial results. People have suspected this for a long time. Now we can prove it.

Thomas Goldsby, Ph.D., Named SCLA Lifetime Achievement Award Winner

The Humanitarian Supply Chain: The Value of Sustain-ability and Openness A nonprofit has provided potable water, jobs, and a model of sustainable small-business practices to the impov-erished in the Dominican Republic. One of the secrets of its success is openness throughout the supply chain and the value that creates.

Shirk Your Duties: Navigating the New World of American Tariffs In the last two years, the amount that America has collected in tariffs has sky-rocketed 10-fold, and there’s no indica-tion that the tariff-embracing policies of the current administration are likely to change in the near future. Which is why you need to learn all you can about the Foreign-Trade Zone Program.

Distribution Business Management Journal

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In ThIs Issue:

The Intelligent Supply Chain — Unleashing the Power of InformationThis issue of the DBM Journal as well as the 2019 Supply Chain Leaders in Action executive forum offers strategic in-sights for companies hoping to get more from their supply chains in the years to come.

Whether you’re innovating, transforming or expanding your supply chain operations, this year’s conference will help you determine how and where to concentrate your efforts, from technology to leadership.

New and emerging digital capabilities are transforming supply chains so rapidly that it’s challenging for leaders to prepare for the disruptions that lie ahead. This year’s SCLA will help you gain insight into where the major disruptions are going to come, whether they’re operational or custom-er-centric.

Premiering at SCLA 2019 is the Supply Chain Innovation Lab. The Lab will provide a platform for international thought leadership to connect with innovative solution providers to gain insight into how to best solve complex supply chain problems. Refer to the article on Page 25 to learn more.

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Distribution Business Management Journal

Amy Z. Thorn Editorial Director

John T. Thorn Executive Publisher

Ron Malec Director of Creative Services

Lori Wedge Director of Administration

Contributing ColumnistsDaniel BlevinsR. Reid BishopDennis C. Chen Daniel DenisonDr. Madhav DurbhaThomas J. GoldsbyOmar Keith Helferich, Ph.DMary C. HolcombCurtis D. SpencerRobert B. TuckerChelsea C. White III

Published annually by:

Distribution Business Management Association

2938 Columbia Ave., Suite 1102 Lancaster, PA 17603 Phone: 717-295-0033 Fax: 717-299-2154 e-mail: [email protected] www.DCenter.com

Distribution Business Management Journal, A DBM Publication 2938 Columbia Avenue, Suite 1102 Lancaster, PA 17603 Internet: http://www.DCenter.com Journal Reprints: 717-295-0033Distribution Business Management Journal (ISSN 1535-1254) is published annually by DBM, Inc., 2938 Columbia Avenue, Suite 1102, Lancaster, PA 17603, phone 717-295-0033, fax, 717-299-2154, internet http://www.DCenter.com. Periodicals postage paid at Lancaster, PA and at additional mailing offices. Postmaster send address changes to DBM Journal, 2938 Columbia Avenue, Suite 1102, Lancaster, PA 17603. Subscrip-tions in the U.S. $20.00 for one year, $35.00 for two years, single copies $10.00. Subscriptions in Canada $25.00 for one year, $45.00 for two years, single copies $7.00. Outside the U.S. and Canada, $30.00 for one year, $55.00 for two years. International single copy $15.00. Send remittance in advance to DBM, 2938 Columbia Avenue, Suite 1102, Lancaster, PA 17603.

Printed in the USA copyright ©2019 by DBM, Inc.No part of this publication may be reproduced or transmit-ted by any means without permission from the publisher. Permission to photocopy for internet use or the internal use of specific clients is granted by DBM Inc. for libraries and other users registered with the Copyright Clearance Center, CCC provided that a base fee of $1.25 per copy of the article plus 60 cents per page is paid directly to CCC, 222 Rosewood Dr., Danvers, MA 01923

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This issue of the DBM Journal offers incisive ideas on supply chain management, corporate leadership, and international economics from some of the best minds in business and academia.

Inside this issue you’ll discover how companies can use Big Data to minimize the havoc that demand uncertainty can have on supply chains. It’s not as simple as collecting information, however. Firms looking to fully harness the power of modern technology need more than the data, they need swift minds and swift machines to translate all the ones and zeros into meaningful figures on the bottom line.

Thought leader Robert Tucker’s article beginning on Page 12 attests that success engenders complacency. Companies — and individuals — are hesitant to change their ways when those ways have yielded only positive results. What group would want to fix something that not only isn’t broken, but, seemingly, is humming along perfectly? The answer is, those looking beyond today’s successes to tomorrow’s challenges. Well-earned success will deservedly redound to your credit; far-sighted flexibility will make you a visionary.

For too long, supply chain has been viewed as the dependable arm of business. Improve-ments and cost savings are appreciated, but seldom celebrated. Managing costs is vital, but we should aspire for more and take cred-it for the other sources of value we create.

With the U.S. economy expanding at a rate faster than carrier’s ability to add capacity, what we need is a revolution in transporta-tion and revolutions need leaders. Shorter and shorter order fulfillment cycles coupled with declining product life cycles, driver shortages, ever-increasing infrastructure needs, and growing highway congestion will continue to significantly affect transpor-tation. Only a permanent transportation revolution will enable companies to successfully handle what lies ahead.

For many years, executives, employees, and academics intuited the connection between corporate culture and its financial perfor-

LeTTer From The edITorIaL dIrecTor

The Intelligent

Supply Chain: Unleashing

the Power of Information

mance, but oddly, empirical data proving this link was largely lacking. Firms with the best cultures perform better than their corporate peers. And since culture is something that an organization can change, companies would do well to consider their own and whether or not it could bear a little improving.

Premiering at SCLA 2019 is the Supply Chain Innovation Lab. The Lab will provide a platform for international thought leadership to connect with innovative solution pro-viders to gain insight into how to best solve complex supply chain problems. Refer to the article on Page 25 to learn more.

For the past two decades, Tom Golds-by has enriched the DBM Journal with his brilliant articles, played an invaluable role in making conferences substantive and meaningful, and has distinguished himself with reliable irreplaceability as one of the founding members of Supply Chain Leaders In Action. As the Executive Director of the DBM Association, I have the unique privilege of naming Professor Thomas J. Goldsby, Ph.D., the winner of the SCLA Lifetime Achieve-ment Award.

We are also proud to announce that Yusen Logistics America’s – NYK Group earns the 2019 Circle of Excellence Award and Tom Frese earned the 2019 SCLA Distinguished Service Award

We hope you will learn from the magazine and in person at this year’s 2019 SCLA Confer-ence in Fort Myers, FL. The program directory for SCLA 2019 begins on Page 21. Thanks to the efforts of this year’s chairs Tom Frese, Executive Committee Chair and Michael Jacobs, Education Committee Chair.

What began on Page 1 is not to be missed however. We’re sure you’ll find this issue of the Distribution Business Management Jour-nal a fun and thoroughly worthwhile read, with pieces of enduring value to you and your company, both today and in the future.

Amy ThornEditorial Director, DBM Journal

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In 2005, Thomas Friedman proclaimed that the world was flat. By this, he meant that a confluence of factors such as the collapse of the Berlin Wall, the rise of the internet, and a proliferation of offshoring and outsourcing practices were helping to bring the world closer together. Fourteen years later and a very different climate dominates, in which we talk anew of build-ing walls, breaking away from international treaties and organizations, enacting tariffs, and starting trade wars. Does this spell the end of globalization?

The rise of nationalism around the world has justly received much press attention in recent years. However, globalization contin-ues to expand, driven by its own, inexorable momentum, in a way that transcends taxes and tariffs. This tide includes several factors that bear directly on supply chain, and that we will take a closer look at below.Rising consumer expectations — Sup-ply chains used to be highly linear, with consumers stuck at the receiving end of the transaction. However, this has changed, with the connected consumer as the axis around which products, services, and experiences revolve. With an expectation of same- or two-day delivery of products when and where they want them, the modern con-sumers demand — and expect — nimbleness from the companies that serve them, and they are quite ready to take their business elsewhere. This requires companies to position inventories closer to the point of consumption. Firms are also looking to differentiate themselves by offering per-sonalization of their products and services, moving the final stages of production closer to the point of delivery.Rising wages in China — When it joined the World Trade Organization in 2001, China solidified its position as the go-to destina-tion for manufacturing. Lured by low wages and a massive labor pool, many top global companies have moved some or all of their manufacturing to China. However, the labor

cost advantage of China is on the decline. In 2017, the median wages in Shanghai, Beijing, and Shenzhen rose higher than Croatia’s, indicating an inflection point. This could erode China’s advantage in manufacturing. When coupled with the longer lead times to bring the products made in China to the world’s major markets, its value proposition is further diminished. Supply-side dynamics and capacity constraints — Today, fewer ocean carriers remain in business due to years of industry consolidation. This has allowed those still sailing to increase their focus on profitabil-ity and be less concerned about filling up their ships. This will result in an increasingly inefficient allocation of shipping capacity. A recent paper by Sri Laxmana, vice president of global ocean products at C.H. Robinson, says that while available shipping capacity is expected to rise by less than three percent in 2019, global trade is expected to grow six percent, potentially tipping the supply-de-mand balance in favor of the carriers. Port congestion, driver shortages, and warehouse capacity constraints all introduce additional risks for operating a lengthy supply chain, making it an increasingly expensive propo-sition.Rise in automation — Automation flat-tens the world, though not quite in the way Friedman imagined. Machines don’t take breaks. They don’t demand wages or benefits. Hence, they level the playing field in a way that takes wage disparities out of the equation, or at the very least, make them less of a factor. When combined with rising wages in China, automation provides a strong enough incentive toward an embrace of near-shoring. A 2018 McKinsey report said that upon factoring in the cost of shipping, taxes, and duties, sourcing a pair of jeans from Mexico is 12 percent cheap-er than from China, $10.57 versus $12.04. When further considering the time it takes for finished goods to reach the U.S. market (30 days from China versus two days from Mexico) and the greater opportunities for reducing markdowns and improving respon-

siveness, the answer as to whether or not to near-shore becomes obvious.The increase in cyber-physical conver-gence — As the mechanical, moving parts in machines are replaced by software, as seen in the automobile industry, there is an opportunity to simplify physical supply chains. Additive manufacturing through 3D printing has demonstrated that produc-tion can be collocated with consumption by downloading designs on demand. This also makes batch sizes of one practical and cost-effective, accelerating the trend toward hyper-personalization. This will also lessen the needless expense of routing semi-fin-ished and finished goods around the world, and instead will increase the movement of raw materials directly to production centers.

A negative consequence of the cy-ber-physical convergence is the heightened cybersecurity threat. Connected devices are vulnerable to malicious actors. There are also increasing national security concerns regarding the incorporation of foreign com-panies’ technology in domestic products. This is prompting some governments to seek alternate sources of technology from more trusted sources, making rise of of cyberthreat an even more powerful driver of near-shoring.Environmental awareness and the move toward ethical sourcing — From produc-er to consumer and everyone in between, there is an ever-increasing awareness of the carbon footprint cost of the products we consume. Research from The Economist Intelligence Unit reveals while that a clear tension remains between the sustainability and profitability priorities, leading organi-zations, recognize the need to get ahead of regulators and make sustainability a central operating tenet. Offshoring is also expos-ing companies to risks related to ethical sourcing. Any missteps in this area can result in significant and irreparable reputational brand damage. When such risks are viewed in light of rising labor costs and increased automation, near-shoring becomes a very attractive proposition, offering better visi-bility and control over a product’s journey from sourcing to consumption.

When one balances the above against U.S.-China trade tensions, Brexit, NAFTA 2.0 and the rise of nativist and nationalistic political parties around the world, it becomes tempting to conclude that say that we are reaching the end of globalization. However,

A New Era Of GlobalizationBy Dr. Madhav Durbha

IndusTry arTIcLe:

continued on page 16

In 2006, I was invited to conduct a workshop for a group of Nokia’s top managers on the topic of driving growth through innovation. At the time, the company was enjoying double-digit growth. BusinessWeek’s list of Most Innovative Companies rated them number eight. They seemed unstoppable. What could possibly go wrong?

In a survey ahead of the event, I asked these standout managers to list any barriers to innovation. I wanted to know what they were observing in their area of the company. Frankly, I half expected that they would leave the question blank. Barriers? At Nokia? You’ve got to be kidding. But their responses truly surprised me: “We are a risk-adverse culture,” was the most common barrier cited. “We suffer from large corporation syndrome,” was another. “Operational mindset dominates” topped the list.

During the workshop, I posed a question to the group: “If I work for you and I have an idea, what do you want me to do with it?” One manager spoke up and said he’d urge me to just forget about it. “There’s so much bureaucracy in this company that you’ll just frustrate yourself.”

Years later, after witnessing Apple’s rise and Nokia’s spiraling fall from grace, I thought about that seminar. At the time I’d crossed it off as an anomaly: Rapid growth covers a lot of sins, I remember muttering. But it became clear to me how those seemingly forgivable barriers to innovation had contributed to the company’s undoing. They rendered Nokia unable to respond to the game-changing iPhone.

To be sure, Nokia is not alone in bungling its response to a disruptive threat. Being blindsided by change is a real and present danger for leadership in what I call the Age of Acceleration. My 30-year career as a trend forecaster and innovation adviser leads me to the conclusion that, in many cases, disruption can be avoided if leadership is willing to look afresh at how it manages the future.

What I am referring to here is really a combination of leadership attitudes and

attributes and culture. Managing the future is about the right mindset, a well-honed skillset, and a toolset that can be deployed. I assume the leaders I’m working with on any given assignment have already developed this aptitude to some extent, or else they wouldn’t be in leadership positions. But given the exponential rate of today’s change — whether social, technological, regulatory, demographic, or geopolitical — these skills might not be honed enough. Few of us learned this stuff in school, but that doesn’t mean it’s too late to benefit from consciously working to improve our foresight abilities. To do so is to prepare yourself for the changes and challenges that lie ahead.

As the business world grows ever more complicated, the need to simplify grows as well. Simpler messaging, communications, processes becomes more important by the day. Which is why I recommend supply chain leaders do three things with respect to managing your future, and that of your supply chain department and organization as a whole: • Look ahead of the curve — Scan

and monitor trends, master new technologies, take in information differently.

• Think ahead of the curve — See problems as opportunities, connect the dots, consider threats and opportunities.

• Act ahead of the curve — Don’t just play catch-up, take initiative and experiment with new technologies, new ways of doing business, and develop a systematic way of innovating.

Looking ahead of the curveAbove all, the effective supply chain

executive of the future will need to be open-minded and curious. He or she will need to be a lifelong learner, interested in people and abstractions, who asks lots of questions, and has a life outside the office. Like a good detective, forward-thinking leaders seek to uncover the truth, and shift easily from the day-to-day to the bigger context in and from which trends reside and emerge.

To improve at trend identification, start with what you read, and what you watch, and what you browse on the internet. Start with how you approach walking through an airport, with how you monitor the chatter at cocktail parties or around the water cooler, and with how you take notes at conferences.

Thinking ahead of the curveUnstructured, unscheduled time for

the modern executive is precious, but essential. Simply being exposed to vast amounts of data should not be mistaken for understanding it. So, how does one best go about thinking ahead of the curve?

I once asked a CEO how he managed the future and his answer was immediate. “Every month I take a day where I just go off and think — no meetings, no phone. I’ll go for a hike or a drive, and I’ll take my notebook to jot down ideas.” His agenda was to have no agenda, but rather to follow his instincts and let the dots begin to connect themselves.

My advice with any trend, technology, or development is to run it through a five-step process: 1. Project where this trend will most likely be three, five and 10 years out. If it’s a demographic trend, like the rise of Millennials, this generation will be deeply into their prime earning and spending years and climbing the organizational ladder. If it’s a technology trend, apply Moore’s Law, which holds that computing power doubles every two years.2. Consider the big picture societal and industry impacts of trends. What industries will be affected? Who’s likely to win and who might lose? Take driverless cars. Ten years ago, they were still science fiction. Today, they’re in cities from Pittsburgh to San Francisco. In a world of self-driving cars, what happens to the trucker and taxi driver? 3. SWOT at the trend. Do a SWOT analysis: strengths, weaknesses, opportunities, and threats in the trend you’re seeing. If you’re a manufacturer, and you’re seeing early adopters using 3D printing, try to separate the hype from the promise. Do a SWOT analysis examining how this new way of making things might impact you and your company and your leadership of the supply chain function.

Invent Your Future By Robert B. Tucker

ThoughT LeadershIp arTIcLe

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How can supply chains compete and increase their influence over time? When asked this question, most people would answer that businesses compete through innovative products and services, or through pricing that delivers good value to the customer. Most people — even businesspeople — would fail to recognize that com-panies compete based on supply chain prowess. Sure, supply chains represent the relationships and operations that bring those competi-tive products and services to market at a fair price, but do the supply chains, themselves, really make a difference? Of course! We, as supply chain professionals, have not done a great job of promoting ourselves and the value that we create. Peers in R&D, marketing, and sales are all too happy to take credit for company performance benchmarks such as revenue growth, share growth, customer experience, satisfaction, and loyalty.

For too long, supply chain performance has been viewed as the company’s fount of cost savings that helps to fund the business devel-opments that are actually exciting. Certainly, we are responsible for fulfilling the so-called Bill of “Rights” — delivering the right product to the right place in the right quantity and condition to the right customer at the right price. But we have to learn to take credit for the other sources of value creation we’re responsible for. Cost manage-ment is vital, to be sure, but we should aspire for more.

Start with the Strategic Profit ModelThe Strategic Profit Model (SPM) lays out the different ways in which

businesses create financial value and uses them to calculate a return on assets (ROA). The way to achieve positive results in this model involves moving the inputs on the right side of the model, in Figure 1, in the right direction. That is, for sales to move upward over time and for the bal-ance of the factors (cost of goods sold, direct and indirect expenses, in-ventory, receivables and other current assets) to move downward — or, at least, for sales growth in sales to outpace growth in the other factors.

While supply chain professionals are well versed in how to work the “Cost of Goods Sold” and “Inventory” parts of the model, we are less comfortable asserting ownership — or, even significant input — of sales.

As a case in point, how often in a quarterly report do we read of the supply chain’s contribution to the company’s growth and earnings? Rather, we tend to hear about the disruptions that are to blame for disappointing results. Obviously, we have to accept re-sponsibility for our failures, but we also need to confidently — and rightly — claim credit for at least a portion of everything that goes right at the firm, such as growth, innovation, and improved customer experiences.

The PAIR-adigm shift: Performance, Agility, Innovation, Reputation

How can we realize this linking of supply chain capability to prosperity? One way is to reframe the problem. We propose a new way of looking at supply chain performance called PAIR-adigm shift. “P” stands for productivity, “A” for agility, “I” for innovation, and “R” for reputation.

Figure 2: A PAIR-adigm for Supply Chain Performance

Expecting More from Our Supply Chains: Do We Need a PAIR-adigm Shift?

reFerred arTIcLe

By Thomas J. Goldsby and Dennis C. Chen

As stated at the outset, virtually every company looks to its supply chain as a way to achieve OTIF deliveries at the lowest possible cost. To achieve this, we expect our supply chains to be highly productive, capable, reliable, and efficient. This is con-sistent with our efforts to contribute in the traditional manner, supporting sales by keeping costs and inventory in check. In re-framing the problem, we do not abandon these responsibilities, but treat them as merely the beginning of our pursuit of a holis-tic, all-encompassing approach to supply chain performance.

Figure 1: Strategic Profit Model

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The next step is to look to our supply chains for Agility. Agility refers to the ability to quickly adapt to market forces. It may also call for unique operating models to serve individual market segments. This entails serving the market more precisely by catering to distinct needs and interests across a wide range of demands. Yet, do the efforts we make toward supply chain agility get recognized in measurements of customer acquisition or retention? The costs of these efforts will certainly land with us, but what about the benefits?

Where does Innovation come from in your business? Again, we are trained to look to the usual suspects for new developments in product and services. R&D represents a significant investment for most large organizations. Amazon spent nearly $23 billion on R&D in 2017. Procter & Gamble spends more than $2 billion a year, employing nearly 9,000 Ph.D.s to think up new stuff.

Former P&G head A.G. Laffley famously declared that such massive investments were not enough, however. Rather than throwing more cash at the problem, he recommended that the company devise a means of harvesting good ideas that may already exist beyond the confines of the firm, and P&G’s Connect & Develop (C+D) open innovation initiative was born. Through the PGconnectdevelop portal, the company’s existing or prospective suppliers and customers — as well as university researchers, think tanks, garage entrepreneurs and anyone with a good idea for a consumer product or service — can submit it for joint licensing and access to the massive manufacturing might and global ability of P&G to turn an idea into reality quickly and well. Some of the mega products that have come through the C+D portal include the Swiffer and Tide deter-gent pods. Does your supply chain have ideas? If so, how well does your company harvest them?

The final component of the PAIR-adigm is Reputation. We all know that a poorly performing supply chain generates bad press and hurts business. But what about all the good things that come from supply chain success? Can we receive positive press for getting the job done day in and day out? Sadly, unflashy compe-tence tends not to excite. Yet, there are other ways to get exist-ing/prospective customers, suppliers, employees, shareholders, and the community excited about the company. One is charita-ble activities, especially those where a company’s products and brands help people in times of crisis and need. Another is behav-ing in a conspicuously ethical way when it might be easier — and more lucrative — to behave otherwise.

Supply Chain Leaders in Action (SCLA) features many com-panies that epitomize these admirable qualities and has long recognized stellar performance though the Circle of Excel-lence Award. For example, Starbucks enhances its brand while ensuring quality through its ethical sourcing program, which represents one part of their larger sustainability strategy. To take another company, Walmart leverages its world-class dis-tribution capabilities to assist in supplying communities with essentials in response to natural disasters. These actions win hearts, minds, and wallets. Customers buy from the company with greater peace of mind. Suppliers, too, want to work with companies they admire. People want to work for a firm in which they can take pride. What does your supply chain do to inspire admiration?

Increasing Your Supply Chain Influence Over Time: The PAIR SCM Maturity Model

The PAIR-adigm perspective of supply chain performance suggests that there is a channel through which companies must navigate their supply chains. This means being produc-tive, first and foremost. However, beyond a certain level of efficiency, it becomes more and more difficult to realize simi-lar gains and savings. Perhaps it’s then time to adopt a business model that focuses on agility. Once we prove that the busi-ness can adapt quickly, maybe we force changes in the market through innovation — and our supply chains can become a means for collecting great ideas from our network of partners. Finally, can we capitalize on the ability to serve the market not just efficiently, effectively, and innovatively, but admirably?

Figure 3: PAIR SCM Maturity Model

In describing this migration of competitive pursuits from merely surviving to thriving, we are reminded of a maturity model of an entirely different sort. Somewhere along the line of your general studies you probably came across Maslow’s Hierarchy of Needs. This classic theory of evolutionary social psychology implies that human beings must first secure the lower-order needs associated with mere survival, such as food, water, and shelter. Only once those needs are met can one turn to higher-order needs, like interaction, relationships, and self-esteem, and then toward creative pursuits that evoke joy and fill one’s soul. We all aspire for more than mere survival.

SCLA companies certainly do more than survive. They com-pete with vigor. But ask yourself, “Is our business living up to its fullest potential? Should we expect more from our supply chain and the operations that reach into every aspect of how the company creates value?” Is your supply chain using its brain as well as its brawn? Once you can confidently answer “Yes!” to these questions, be proud and claim your rightful credit for the higher-order performance and broader influence of your supply chain. n

Thomas J. Goldsby is a professor at The Ohio State University and Dennis C. Chen is a professor at Belmont University.

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there are several demand-side forces that will not allow this to happen. Social media is con-necting individuals across the world. Content produced by individuals can find an instant, and massive, global audience. The result is a cross-pollination of cultures and trends that is prompting companies to launch products in one market, learn from the experience, and expand to other markets. However, these same considerations are also leading compa-nies to invest in a local presence, not just for distribution and marketing, but for manufac-turing as well. The result is an accelerating “glocalization,” combining the best of global scale and local focus.

So, how should organizations be prepared for an increasingly “glocal” world? Here are some recommendations:Understand and account for shifting demand patterns — With so much change happening at the same time, it serves busi-nesses well to be prepared for a wide range of possibilities. Trusting forecasting ap-proaches that rely solely on historical sales as an indicator of future trends is a recipe for

failure. Instead, organizations need to factor external, macroenvironmental factors into their demand models and be prepared for several scenarios. For example, one leading automobile company is factoring in GDP, fuel prices, employment levels, and other measures to forecast demand, and, in the process, has improved forecast accuracy by double-digits. Demographic shifts and con-sumer sentiment can also be strong indica-tors of any change in the propensity to buy. Such demand-side-sensing capabilities will need to be matched with supply-side agility.Total landed cost and cost-to-serve measures are must haves — In the earlier example of a pair of jeans, if a decision were made purely on the labor costs alone, China would win over Mexico. However, in the context of total landed cost, Mexico emerg-es as the top choice. The supply network would look radically different depending on the sourcing locations. Similarly, total cost-to-serve — i.e., the total cost of getting a product into the customer’s hands, from manufacturing and sourcing to transpor-

tation, warehousing and last-mile delivery — must be considered in the context of serving the end-customer.Supply chain design should be a recurring discipline — In years past, organizations performed supply-chain design studies to ensure correct structure and flow paths on an annual basis, if that. Today, however, supply chain design must become an ongo-ing discipline. As supply chains continue to combine the global and local, designs can get stale rather quickly. To stay agile, leading organizations are using optimization and simulation technologies to make day-to-day planning and execution decisions.

With accelerating “glocalization,” the agility and robustness of supply chains will be subject to an unending stress test. The best-prepared organizations can harness their lithe supply chains to stand out from — and best — the competition. n

Dr. Madhav Durbha is the group vice president of industry strategy at LLamasoft, a supply chain management software provider.

A NEW ERA continued from page 10

4. Benchmark. Research early responses to the trend. In today’s world, the minute you identify a development, chances are good that somebody somewhere is already doing something with it, and you can benefit from their experiences to guide your own decisions and save time. 5. Embrace. Lay out your findings and then get creative. Embrace the Opportunity Mindset. Challenge yourself with a series of questions: How might we capitalize on this trend? How can we add value to the customer? And if it’s a disruption bearing down on you, the question might be: How can we take turn lemons into lemonade?

Act Ahead of the CurveActing ahead of the curve really means

inventing the future. As a supply chain leader, it’s important to

helicopter above your functional area from time to time and to ponder how well you’re managing your department’s future. Are you constantly playing catch-up or are you an early adopter of new ideas, approaches, etc.?

Here are five principles to guide you in acting ahead of the curve:1. Embrace the growth mindset. Eighty-four percent of leaders believe innovation is extremely important to their growth. Eighty-five percent say it’s a top three priority. But according to McKinsey’s surveys, 94 percent of company leaders are dissatisfied with their company’s innovation performance.2. Implement an idea management system. If you’ve got a process for everything else, why not for innovation? 3. Collaborate with customers (internal and external) and strategic partners. Innovation in the modern age is similar to movie-making, a bunch of freelancers who come together under a producer and a director to do something that has never been done before. Forward-looking leaders know that fostering teamwork among collaborators is job one. Customers have needs: current needs, unmet needs, and unarticulated needs. Spend time pondering what they would ask for if knew what was possible to make.

INVENT YOUR FUTURE from page 12

4. Cultivate a risk-taking culture. Nokia had fostered the opposite, but it is hardly alone. The pitfall of risk-adverse cultures really begins to show up when the company is disrupted and simply can’t respond fast enough or with creativity. And time runs out. Don’t wait for your organization to install an innovation culture. Instead, start with improving the culture in the supply chain arena.5. Involve everyone in the enterprise. It’s just not true that only a few people have the right stuff and can come up with ideas and help to bring them to life. To be sure, innovation is a learned behavior, and failure is part of the learning journey. While some people are able to come up with solutions and alternatives with ease, others become rigid in their thinking and maintain the status quo. My experience in workshops with 200 Fortune 500 companies has shown me that with proper facilitation and warm up, that everyone can contribute, and everybody has a role to play. n

18


Transportation managers have con-fronted numerous challenges in the recent past, such as volatile change on both the demand and supply side of the supply chain, increased federal regula-tion, and double-digit annual growth in e-commerce. In 2018, however, a confluence of long-simmering factors boiled over and created the most vexing problem most shippers and carriers have ever experienced.

With capacity tight or even unavailable, and costs skyrocketing, many companies had to examine their operations and eliminate inefficiencies. Others simply waited for things to swing back in a direction more favorable to shippers. While the former approach succeed in reducing costs somewhat, it didn’t get to the core of the problem. Doing nothing didn’t help either.

Put simply, if the U.S. economy expands at a rate faster than carriers’ ability to add capacity, what we need is a transportation revolution.

The Shifting Corporate View of Transportation

The goal of any revolution is radical transformation. In transportation, a suc-cessful revolution would result in a new mindset at the top of the company. The transformation requires a proper foun-dation, a strategy fully integrated with other internal functions, and seeks to establish true collaboration with carriers and other service providers. If something positive came from the mess of 2018, it would be the shift in the corporate view of transportation from non-strategic to a value-added function. Executives had to rethink the role of transportation.

While the shift in perspective didn’t register on seismic intensity scales, the

significant increases in cost and lack of capacity compelled executives to change course. From 2016 through 2018, compa-nies posted their largest shifts in strategic direction in three decades.

As this conundrum crescendoed in 2018, observers noted a 15 percent shift from the mix strategy. Companies real-ized that “being all things to all people” was neither efficient nor effective. In-stead, they chose to redirect their efforts to customer service and cost leadership. At the same time, shippers realized that their core carrier base would also be more efficient and effective by adopting one, specific strategy.

The change in strategic direction is reflected in the primary objective that companies hoped to achieve in 2018. There was a statistically significant increase in the percentage of companies that focused on maximizing profitability. While some would see this as a mis-alignment for companies whose strategy emphasizes customer service or cost goals, the opposite is true. Efficiently using tight resources like transportation capacity is a vital step in reducing costs. Meeting customer requirements — par-ticularly a service metric like on-time delivery — is critical to ensuring repeat and increased business.

What happens, however, when there isn’t a shift in perspective at the top of the company? The revolution doesn’t end just because the suits aren’t adjust-ing. Since transportation affects every department, intrafunctional efforts often help managers find ways to hit budget targets without compromising service. Getting positive results through intrade-partmental engagement should act as a catalyst to shift perspective at the top.

Disruptive Technological Innovation

Technology is central to enabling a transportation revolution. It’s a tool, like any other, and it helps us achieve more. At the supply chain level, technology is needed to create a connected, collaborative network. However, the goal is not acquiring the swiftest new Silicon Valley toy; the goal is to develop capabilities that lead to competitive advantage. These include greater visibility and agility, and improved efficiency and customer experience, to name just a few.

Participants in the annual study were asked which technology will most impact their company now and in the near future. Presented with a wide-ranging list to choose from, one emerged as the most critical: analytics. Companies are drowning in data most and lack the ability to get the most out of it. Further, even if companies can ably employ each of the top five tech-nologies, this will not ensure success. In a constantly changing environment, success requires being able to change at the right time. Whether it is descrip-tive, predictive, or prescriptive analyt-ics, accurate data is needed to make effective decisions.

With regard to transportation, the study delivered a dose of reality with respect to shipper-carrier communica-tion. On the domestic front, shippers reported that their primary methods of communication with shippers were email, electronic data interchange (EDI), and/or phone. Internationally, shippers predominantly rely on email. The results raise the question of how everyone in the supply chain will ‘see’ the issues in order to optimize decision making.

Exploring this area more deeply, respondents identified several missed opportunities in the transportation management systems they’re using. Three essential transportation processes — returns, exceptions, and incomplete orders — ranked as the most needed improvements in TMS technology.

You Say You Want a [Transportation] Revolution? Well, You Should

reFerred arTIcLe

By Mary C. Holcomb

2019Supply ChainLeaders in ActionAnnual Executive Business Forum

The Supply Chain Leaders in Action would like to

acknowledge our generous sponsors for their support

of the following at the 2019 Annual Executive

Business Forum:

Circle of Excellence and Distinguished Service Awards Dinner

Meeting Engagement App

Welcome Reception

Registration & Meal Funcations

23

General Information

Peer Group Sessions Locations:

Customer Relationship Management – HibiscusDemand Planning Responsiveness & Supplier Collaboration – AzaleaDistribution Management, Material Handling & Operational Support – BanyanInventory Management & Information Technology – PeriwinkleProcess Improvement – HarbourviewSenior Executive – IslandSourcing, Procurement & Supply Management – OrchidSupply Chain & Logistics Strategy – Caloosa Ballroom A/BTalent Management & Leadership – Cypress Transportation – Jasmine

Peer group sessions will be held Tuesday, June 4th from 9:30 AM to 11:00 AM and Wednesday, June 5th from 9:15 AM to 10:15 AM. General Session, Keynote Presentation, Breakfast and Lunch Location:

All general sessions and keynote presentations, breakfasts and lunches will be held in Palms Ballroom. Outdoor option will be available for outdoor dining if weather permits. Social Functions & Committee Meetings:

Monday, June 3rd 1:00 PM to 1:45 PM - Peer group facilitator meeting – Orchid 2:00 PM to 3:00 PM – Newcomers’ reception – Island 6:15 PM to 7:00 PM – Peer group meet and greet – Locations vary (see room designations above)7:00 PM to 8:15 PM - Welcome reception – Palms Pool Deck8:30 PM to 9:15 PM – Mandatory speaker meeting – Palms Ballroom

Tuesday, June 4th 12:30 PM to 1:30 PM – Supply Chain Women in Action Committee meeting – Orchid1:45PM to 3:00 PM – 2019 SCLA Innovation Lab – Gardens Ballroom5:15 PM to 6:00 PM - Advisory Board meeting – Presidential Suite6:00 PM to 9:00 PM – Cocktail reception followed by Circle of Excellence & Distinguished Service Awards Dinner – Everglades Ballroom/Palms Pool Deck

Wednesday, June 5th 7:00 AM to 7:45 AM – Education Committee meeting – Orchid11:45 PM to 12:45 PM – Circle of Excellence Award Keynote Luncheon – Palms Ballroom5:15PM to 6:15 PM – Closing Reception – Gardens Ballroom

Registration Hours: Registration will be located at the concierge desk in the hotel lobby.

Monday, June 3rd – 1:00 PM to 8:30 PMTuesday, June 4th - 7:00 AM to 5:00 PMWednesday, June 5th - 7:00 AM to 5:00 PM

Table of Contents

Welcome Letters .......................................................................................................................................................................................................................................... 24Conference Schedule ................................................................................................................................................................................................................................. 26Committee Listings ..................................................................................................................................................................................................................................... 30Floor Plan & Layout ..................................................................................................................................................................................................................................... 34Educational Resource Members ........................................................................................................................................................................................................... 35Session Abstracts .......................................................................................................................................................................................................................................... 36Biographies ...................................................................................................................................................................................................................................................... 40

Welcome Attendees

Developing a Strong SCLA Membership

What a beautiful resort and fantastic weather! This year promises to be another great series of sessions and peer group meetings. One of the great strengths of the SCLA is that we have top executives from virtually all industry categories.

To help keep the SCLA strong, it is helpful for the membership committee to attend associational and member events. This year we attended RILA, which exclusively focuses on retail. Based on a survey we did, there were 38 SCLA executives in attendance. Several of our SCLA members were featured speakers, and several introduced us to potential new SCLA members. Some of the keynotes were especially engaging, such as Foot Locker CEO Richard Johnson’s, who stressed that retail stores must blend into where you locate your operation. He said keeping one style of store is not effective. He went on to illustrate this point by explaining his Detroit stores have a basketball hoop while those elsewhere have things particularly popu-lar in that area. All in all, the retail group program was interesting and their usual hospitality to the SCLA was greatly appreciated.

We would like to thank several of our members for great dinners and receptions at the event. To mention

just a few: Ron Marotta at Yusen hosted a great dinner and reception, as usual; Tony Bianco at CN did a Cajun theme; Tommy Barnes of project44 and Brad Harrison at Green Mountain provided a very upscale meal. We had several invitations we could not make from our SCLA members, though we appreciated their offers very much. It was a nice overall job by their man-agement and if you are in retail, it certainly is worth considering. We found a lot of marketing ideas, as well as a good view of the state of retail in North America. Several of our attending members such as Giant Tiger’s Chief of Supply Chain Jessica Godin was outstanding in helping us meet key people while in attendance.

In addition, membership committee members such as Jamie Bragg attended several excellent vendor conferences held by SCLA members, including Jett Mc-Candless’ project44 in Chicago, which was exception-ally well done. This not only gave us better insight into our SCLA members, but our members helped us meet some excellent prospective SCLA executives. Another event was held in Dallas by e2open and Teri Bowbeer. Here we learned more about Teri’s company and met several Dallas area executives

John T. Thorn, Ph.D.Chairman, DBM AssociationVice Chair, Strategic Growth, SCLA

Dear Distinguished Colleagues:

On behalf of the leadership of the Supply Chain Leaders in Action, it is an honor to welcome you to SCLA’s 2019 Executive Business Forum. Our conference theme this year is – ‘The Intelligent Supply Chain – Un-leashing the Power of Information’. We are building on the theme of disruption in many industries, with sup-ply chain being at the forefront, and we are challenging ourselves to become the leaders of the disruption vs. being reactive to the change.

We have put together an excellent program for you including a set of highly distinguished keynote speak-ers. On Monday afternoon, you’ll hear from Mark Lindquist, CEO of Mark J. Lindquist Motivational, on the topic of ‘Passion! Eight Steps to Find Yours’. On Tuesday, Robert Tucker, one of the most renowned speakers on innovation will discuss ‘Driving Growth through Innovation‘. On Wednesday, you’ll hear from Morris Morrison, a well known author and entertainer on ‘Leaders who thrive’.

Our super sessions and hot topics will cover excit-ing and relevant topics including using supply chain transparency to drive competitiveness, how to actually

use blockchain, economic trends & impact on sup-ply chains, and how to build a competitive company culture.

SCLA is a unique organization where supply chain industry leaders, academic leaders and acknowledged experts on a variety of topics come together to create share knowledge as we all look to grow our skills and expertise in leadership, business and supply chain excellence. What truly makes the SCLA special is the people – the significant investment into each other, the welcoming and open nature of the discussions, and the strong personal relationships that continue to be built. So no matter whether this is your first or 25th year of attendance, you will get out of the conference what you put in. It is an unparalleled opportunity to build lasting relationships while discussing great content.

I hope you enjoy the conference and I wish you the best in your journey into the future!

Best regards,

Tom Frese2019 Executive Committee Chair

24

Premiering in 2019 at the SCLA is the Innovation Lab. It is a collaboration between thought leaders to offer solutions to the SCLA’s most pressing problems. At this year’s event attendees can gain novel ideas from a series of mini sessions focused on the problems that the peer groups brought forth at SLCA 2018.

All the lab sessions are also aligned with a session from the SCLA 2019 program and touch on the topics of:

• Driving Growth through Innovation• Strategies to increase end-to-end supply

chain transparency

• Turning your supply chain into a competitive advantage

• Distribution and fulfillment automation optimization

• Managing through a difficult transportation environment

• How to leverage talent to create a winning culture

• Forecasting economic trends and their impact on global supply chains

Each of these topics will be addressed in sessions offered each day as part of the Innovation Walks and Talks. (See key below) These “Ted” Style presentations represent a collaborative concept forged from ‘Walking and Talking’ together,” with the goal of pro-viding all who attend the SCLA a foundation for continual improvement by sharing our collective experiences.

25

SCLA Innovation Lab

new In 2019

This year, the Education Membership will be presenting two days of unique moments. The first sessions will take place on Tuesday, June 4th from 1:45 – 3:00 and Wednesday, June 5th from 1:00 – 2:15 PM in the Ever-glades A & B and the Gardens Ballroom. The Lab presentations and demonstrations will offer insights and solutions that can directly affect your operational day-to-day and sup-port your future strategic visions. Attendees will have different paths to choose from:

• In the Garden’s Ballroom there will be ten demonstration stations for you and your delegation to “Walk” through, observe, reflect, engage, and be informed. These stations will provide you a chance to see proven solutions that are implementable today.

• In Everglades A and C ballrooms sixteen rapid-fire presentations and discussions will be held. These ‘Talks’ will challenge your vision of what we are trending towards over the next 18 to 24 months. These session will also help you set your strategy for tomorrow.

In business and communities, there exist both inter- and intra-organization relation-ships. These range in complexity from a phone call between peers and customers to the much thornier forming of groups within a leadership organization like SCLA. The Innovation Lab is a unique way of coordinat-ing different ideas from many experienced supply chain professionals to generate novel ideas and solutions to complex problems. n

Session and Topic Key as it refers to the scheduled Talks and Walks- (see pgs. 27-29)

Super Session #1 (SS #1) = Supply Chain Transparency

Super Session #2 (SS #2) = WMS/Robotics/Automation Super Session #3 (SS #3) = Big Data Management and Blockchain

Super Session #4 (SS #4) = Leading Through Disruption

Hot Topic #1 (HT #1) = Supply Chain as a Competitive Advantage

Hot Topic #2 (HT #2) = Managing Through a Difficult Transportation Environment

Hot Topic #3 (HT #3) = Organizational Culture

Hot Topic #4 (HT #4) = The Economic Outlook and its Impact on Global Supply Chains

26

MONDAY, JUNE 3RD, 2019

1:00 pm – 8:30 pm

RegistrationRegistration 3

4:00 pm – 5:45 pm

Keynote: Passion! Eight Steps to Find Yours Palms Ballroom

Welcome and opening remarks: Amy Thorn, Executive Director, DBM Association Introduction: Ammie McAsey, Senior VP Distribution Operations, McKessonKeynote speaker: Mark J. Lindquist, CEO, Mark J. Lindquist Motivational

(Sponsored by the Supply Chain Women in Action Committee)

6:15 pm – 7:00 pm

Peer Groups Meet and GreetMultiple locations – See page 23

7:00 pm – 8:15 pm

Welcome ReceptionPalms Pool Deck

Manadory Speaker MeetingPalms Ballroom

8:30 pm – 9:15 pm

TUESDAY, JUNE 4TH, 20197:00 am – 5:00 pm

Registration OpenRegistration 3

7:45 am – 8:15 am

Welcome, Introduction and Opening Remarks, Program OverviewPalms Ballroom

Welcome: Amy Thorn, Executive Director, DBM Association Introduction and opening remarks: Tom Frese, Senior VP, Solera; 2019 Executive Committee Chairman

Program overview: Michael Jacobs, Senior Vice President , Ferguson Enterprises;Tom Goldsby, PhD, Professor and Chair, The Ohio State University

2019 Education Committee Chairs

7:00 am – 7:45 am

BreakfastPalms Ballroom (and outdoor option?)

8:15 am – 9:15 am

5:45 pm – 6:00 pm

Keynote: Driving Growth through InnovationPalms Ballroom

Robert Tucker, author, motivational speaker

SCLA Innovation LabsAmy Thorn, Executive Director, DBM Association

Michael Parsley, SVP Distribution and Logistics, Tailor Brands

9:15 am – 9:30 am Break

9:30 am – 11:00 am

Peer GroupsMultiple locations – See page 23

Break11;00 am – 11:15 am

11:15 am – 12:30 pm

1:00 pm – 1:45 pm

Peer Group Facilitator MeetingOrchid

2:00 pm – 3:00 pm

Newcomers’ Reception Island

Supply Chain Transparency and the Competitive Edge (SS #1)Palms Ballroom David Lande, AVP Logistics, CarMaxAmmie McAsey, Senior VP Distribution Operations, McKessonTerry Pohlen, PhD, Senior Associate Dean, University of North TexasHarry Ziff, VP Corporate Logistics, East Penn ManufacturingJohn Fitzgerald, VP Business Development, project44

Using Blockchain to Optimize Your Global Supply Chain (SS #3)Everglades CRon Castro, VP Supply Chain, IBMRobert Bernard, ED Supply Chain StrategyRenee Ure, VP Global Supply Chain, LenovoStephen Rogers, VP, IBM Blockchain InitiativesAlex Rosen, VP, Chainyard, Blockchain Consulting

2019 SCLA Annual Executive Business Forum Schedule The Intelligent Supply Chain – Unleashing the Power of Information

LunchPalms Ballroom and Courtyard

12:30 pm – 1:30 pm

TUESDAY, JUNE 4TH, 2019

2019 Innovation TalksTUESDAY, JUNE 4TH, 2019

Wrap-Up and Closing Remarks Palms Ballroom

Amy Thorn, Executive Director, DBM AssociationTom Goldsby, PhD, Professor and Chair, The Ohio State University

4:30 pm – 5:00 pm

3:15 pm – 4:30 pm

Turning Your Supply Chain into a Competitive Advantage (HT #1)Palms BallroomTom Goldsby, PhD, Chair and Professor, The Ohio State UniversityAnna Barej, Senior Director Global Strategic Sourcing, McDonaldsJill Barron, VP Supply Chain Strategy, Neiman MarcusChad Ducote, VP Supply Chain, WalmartAna Lucia Alonzo, vp Planning & Commercialization, Starbucks

Warehouse Automation: Threading the Needle of Customer Expectations and Operating Costs (SS #2)Everglades ASteve Holic, Senior Director Global Warehouse and Distribution Strategy, PhilipsTodd Kleinow, VP Distribution Strategy and Operations, McKessonJohn Rosenberger, Product/ProgramManagement, The Raymond CorporationDavid Schwebel, VP Business Development and Market Intelligence, SwisslogChris Somerville, IT Program Manager, FedEx

Managing through a DifficultTransportation Environment (HT #2)Everglades CTodd Steffen, VP Supply Chain and Logistics, Colliers InternationalShelley Carr, Director Supply Chain COE, International PaperKen Evans, CEO and Founder, KonexialMatt Parry, Senior VP of Logistics, Werner EnterprisesJohn Upperman, VP Procurement, Thermo Fisher ScientificHarry Ziff, VP Corporate Logistics, East Penn Manufacturing

3:00 pm – 3:15 pm Break

27

2019 Innovation Walks & TalksGardens Ballroom

1:45 pm – 3:00 pm

Supply Chain Women in Action Committee MeetingOrchid

12:30 pm – 1:30 pm

SCLA Advisory Board Meeting Presidential Suite

5:15 pm – 6:00 pm

Cocktail Reception and Circle of Excellence and Distinguished Service Awards DinnerEverglades Ballroom/Palms Pool Deck

6:00 pm – 9:00 pm


Talk #11:50 pm – 2:12 pm

Talk #22:12 pm – 2:34 pm

Talk #32:34 pm – 2:56 pm

Everglades A

HT #2 – Freight Self-Invoicing in the Digital Supply Chain is Better for Shippers and for Carriers

SS #1 – Using Big Data to Drive Down Supply Chain Inefficiencies

SS #3 – Distribution Data Services: Recognize The True Value From Your WMS and LMS Data

Everglades C

SS #4 – The End of Globalization? Are Global Manufacturing Supply Chains Succumbing to Economic Nationalism?

SS #3 – Optimal Location Planning: Leveraging Artificial Intelligence

SS #4 – Navigating the Rapidly Changing Global Trade Landscape

28

WEDNESDAY, JUNE 5TH, 2019

7:00 am – 5:00 pm

RegistrationRegistration 3

7:45 am – 8:00 am

Opening RemarksPalms Ballroom

Tom Frese, Senior VP, Solera; 2019 Executive Committee ChairmanTom Goldsby, PhD, Professor and Chair, The Ohio State University

7:00 am – 7:45 am

Education Committee MeetingOrchid

8:00 am – 9:00 am

Keynote: Leaders who ThrivePalms Ballroom

Morris Morrison, author, motivational speaker

Break10:15 am – 10:30 am

7:00 am – 7:45 am

Breakfast Palms Ballroom (and outdoor option?)

9:00 am – 9:15 am Break

9:15 am – 10:15 am

Peer GroupsMultiple locations – See room assignments on page 33

10:30 am – 11:45 am

Harnessing Talent to Create a Winning Company Culture (HT #3)Everglades AMisty Bennett, PhD, Assistant Dean, Central Michigan UniversityCecilia Gaye-Schnell, Divisional VP Supply Chain, WalmartTracy Hixson, Senior Director Category Management and Supply Chain Excellence, Hyster-YaleDave Kirchoff, VP Consulting Services, Senior Consultant, Denison ConsultingSandy Nelson, Executive Director WW Customer Fulfillment, LenovoHarry Ziff, VP Corporate Logistics, East Penn Manufacturing

Forecasting Economic Trends and Their Impact on Global Supply Chains (HT #4) Everglades CBernard Baumohl, Chief Global Economist,The Economic Outlook Group


2019 Innovation TalksWEDNESDAY, JUNE 5TH, 2019

Talk #11:05 pm – 1:22 pm

Talk #21:22 pm – 1:39 pm

Talk #31:39 pm – 1:56 pm Talk #41:56 pm – 2:15 pm

Everglades A

SS #3 – A New Level of Inventory Flexibility and Accuracy

HT #1 – The Importance of Applying Left and Right Brain Capabilities When Developing Supply Chain Strategies

SS #2 – Automating Your Expectations from Consumer’s Requirements

SS #4 – The Urgency to Embrace Supply Chain Finance During Uncertain Times

Everglades C HT #2 – New Strategies and Technologies to Address a Tight Transportation Market

HT #2 – Dynamic Load Matching – Finding Available Transportation in Real Time

HT #2 – Dynamic Network Capacity Evaluation Tied to Shifts in the Transportation Industry and Consumer Demands

HT #2 – Freight Capacity – Right-sized Packaging – Delivery Vehicle Cubing

WEDNESDAY, JUNE 5TH, 2019

2:15 pm – 2:30 pm

Closing Keynote: Turning Passion into PurposePalms Ballroom

Moderator: Mark J. Lindquist, CEO, Mark J. Lindquist MotivationalTodd Steffen, VP Supply Chain and Logistics, Colliers International; Owner, Higher Purpose Gifts

Amy Thorn, Executive Director DBM Association; Owner/ Winemaker, Thorn Hill Vineyards

Leading through Disruption (SS #4)Palms Ballroom

Tim Taylor, Senior VP and Chief Supply Chain Officer, Jockey InternationalStuart Gonzales, VP Global Strategic Services, RRD

Mary Rollman, Partner, KPMGJohn Wainwright, President Leggett & Platt Global Services, Leggett & Platt

Willis Weirich, Senior VP Supply Chain and Operations, Neiman Marcus

Closing ReceptionGardens Ballroom

4:00 pm – 5:00 pm

2:30 pm – 3:45 pm

5:15 pm – 6:15 pm

Break

29


11:45 am – 12:45 pm

Circle of Excellence Award Keynote LuncheonPalms Ballroom

Break12:45 pm – 1:00 pm

2019 Innovation Walks & TalksGardens Ballroom

1:00 pm – 2:15 pm

2019 Innovation WalksTUESDAY, JUNE 4TH AND WEDNESDAY, JUNE 5TH, 2019

1:45 pm – 3:00 pm

AND

1:00 pm – 2:15 pm

Gardens Ballroom

SS #1-4 – Overview of Tailored Brands: A Day In the Life of a Custom Vest

HT #1 – Sustainability in Supply Chain: Competitive Advantage

SS #1 – End to End Supply Chain Visibility and Collaboration

SS #1 – Building Your Optimal Location Model

SS #2 – Utilizing Automation for Workforce and Operational Efficiencies: A Virtual Reality Demonstration of Goods to Picker Fulfillment

SS #2 – Utilizing Automation for Workforce and Operational Efficiencies

SS #3 – Leveraging Analytics to Increase Efficiencies

SS #3 – Proactive Sense and Respond with Predictive Supply Chain Network Flows

HT #2 – Last Mile is the Last Word

HT #2 – How to Manage Your Transportation Spend

HT #2 – Improving Global Supply Chain Transportation Visibility and Performance with a Consumer Grade UX

30

Supply Chain Leaders in Action 2019 Executive Committee

Tom Frese2019 SCLA Executive Committee ChairSolera Senior Vice President

AirgasPat VisintainerVice President

Arrow ElectronicsMary Beth EdwardsVP Global Business Operations

BNSF RailwayGregg ZodyGeneral Director Industrial Product Sales

The Brink’s CompanyGordon CampbellVP and Chief Procurement Officer

Canadian National Railway Tony BiancoDirector of Intermodal Sales

Canadian TireJohn SaltSVP, Supply Chain

CarMaxDavid LandeAVP Logistics

Clean EnergyAshley WhiteDirector and Head of Corporate Sustainability

Colliers InternationalTodd SteffenVP Supply Chain and Logistics Consulting

CumminsRobin KellerExecutive Director IT – Global Supply Chain

Darden RestaurantsPhil CarrDirector Supply Management

DealerTireJill MarcottePartner and Chief Supply Chain Officer

Direct ChassisLinkLisa WheldonDirector of Sales

East Penn ManufacturingHarry ZiffVP, Corporate Logistics

EmployBridgeTom BickesCEO

Ferguson EnterprisesMichael JacobsSVP Supply Chain

Giant TigerJessica GodinVP Supply Chain

Hub GroupDavid MarshChief Highway Solutions Officer

Hyster-Yale GroupSteve KarasVP Global Supply Chain

IBM CorporationRon CastroVP Supply Chain

InmarJeff BattagliaVP Supply Chain

International PaperFred TowlerVP Supply Chain

J.CrewScott MunkerSVP Global Supply Chain

Jack LinksZach SangsterVP Customer Supply Chain

Jockey International Tim TaylorSVP Chief Supply Chain Officer

Kenco GroupDavid CainesChief Operating Officer

KPMGMary RollmanPartner

Leggett & PlattMarcus OlsenVP Procurement

LenovoRenee UreVP Global Supply Chain, Data Center Group

Lowe’s CompaniesRob GlynnVP Engineering and Specialty Operations

McDonald’s Corporation Bob StewartVP, Global Strategic Sourcing

McKessonAmy McAsseySVP, Distribution Operations

MondelézChelsea BrinerDirector Customer Analytics

Neiman MarcusWillis WeirichSVP Supply Chain & Operations Patheon, part of Thermo Fish-er Scientific John UppermanVP Procurement

PenskeAndy MosesSVP Global Sales

PepsiCo, Inc. John PhillipsSVP Customer Supply Chain and GTM

Philips Steve HolicSr. Director Warehouse and Distribution Strategy

Port of HoustonTy ReasonoverDirector of Trade Development

project44Tommy BarnesPresident

TFI InternationalGreg OrrEVP- TFI U.S. Truckload

The Raymond CorporationAmy McDermottDirector Marketing and Commu-nications

RR Donnelley & SonsStuart GonzalesVP Global Strategic Services

Ryder Todd SkilesSVP Sales and Solutions

Starbucks Coffee Ana Lucia Alonzovp, Planning & Commercializa-tion

Tailored BrandsJamie BraggEVP and Chief Supply Chain Officer

UPS Richard McArdlePresident of UPS Supply Chain Solutions

Walmart Greg SmithEVP Supply Chain

Werner EnterprisesMatt ParrySVP Logistics

Worldwide ExpressMike GraysonExecutive Vice President

Yusen Logistics (Americas)Ron MarottaVP International Division

31

Education Committee

Michael Jacobs 2018 Education Committee ChairFerguson EnterprisesSVP Supply Chain

Jamie BraggTailored BrandsEVP and Chief Supply Chain Officer

Gordon CampbellThe Brink’s CompanyVP and Chief Procurement Officer

Ana Lucia AlonzoStarbucks Coffeevp, Planning & Commercialization

Tom Goldsby, Ph.D. The Ohio State UniversityProfessor of Logistics

Mark HeinrichRear Admiral, United States Navy RetiredManaging Partner, Oakleaf Partner Holdings

Steve HolicPhilipsSr. Director Warehouse and Distribution Strategy

David LandeCarMaxAVP Logistics

Ron MarottaYusen Logistics (Americas)VP International Division

Marcus OlsenLeggett & PlattVP Procurement

Ammie McAsseyMcKessonSVP, Distribution Operations

Amy ThornDBM AssociationExecutive Director

Renee UreLenovoVP Global Supply Chain, Data Center Group

Tim TaylorJockey InternationalSVP, Chief Supply Chain Officer

Ron CastroIBMVP, IBM Supply Chain

Bob StewartMcDonald’s Corporation VP, Global Strategic Sourcing

Jill BarronNeiman MarcusVP, Supply Chain Strategy

Stuart GonzalesRRD (RR Donnelley)VP Global Strategic Services

Chad DucoteWalmartVP Supply Chain

Willis WeirichNeiman MarcusSVP Supply Chain & Operations Todd SteffenColliers InternationalVP Supply Chain and Logistics

Jessica GodinGiant TigerVP Supply Chain

Harry ZiffEast Penn ManufacturingVP Corporate Logistics

University Facilitators Calvin CollegeOmar Keith Helferich, Ph.D.Professor Emeritus, Central Michigan UniversityVisiting Scholar, Clean Water Institute, Calvin College

Central Michigan UniversityMisty Bennett, Ph.D. Assistant Professor of Management and Director of Assessment, College of Business Administration

Georgia Institute of TechnologyChelsea (Chip) White, Ph.D.Professor and Schneider National Chair of Transportation and Logistics

Loyola University of ChicagoHarry HaneyDirector, Supply & Value Chain Center

Michigan State UniversityDavid (Dave) Closs, Ph.D.John H. McConnell Chaired Professor of Business Administration

Michigan State UniversityJudith (Judy) Whipple, Ph.D.Professor of Logistics and Supply Chain Management

The Ohio State UniversityThomas (Tom) Goldsby, Ph.D.Harry T. Mangurian, Jr. Foundation Professor in Business and Professor of Logistics

The Ohio State UniversityMichael Knemyer, PhD.Distinguished Professor of Logistics

Rutgers Business SchoolDonald (Don) Klock, Ph.D.Professor of Supply Chain Management

University of North TexasTerrance (Terry) Pohlen, Ph.D.Professor of Logistics and Associate Dean for Operations and Research

Advisory BoardJamie BraggTailored BrandsEVP and Chief Supply Chain Officer

Gordon CampbellThe Brink’s CompanyVP and Chief Procurement Officer

Tom FreseSoleraSenior Vice President

Tom Goldsby, Ph.D.The Ohio State UniversityProfessor of Logistics

Mark HeinrichRear Admiral, United States Navy RetiredManaging Partner, Oakleaf Partner Holdings

32

Supply Chain Leaders in Action 2019 Committee Listings

Omar Keith Helferich, Ph.D.Professor Emeritus, Central Michigan UniversityCalvin College, Visiting Scholar, Water Institute

Michael JacobsFerguson EnterprisesSVP Supply Chain


John PhillipsPepsiCo, Inc. SVP Customer Supply Chain and GTM

Chris SmithMcKesson Pharmaceutical Senior Vice President

Jack Thorn, Ph.D.DBM AssociationChairman



Supply Chain Women in Action Committee

Ammie McAssey2019 SCWA Committee Chair McKessonSVP, Distribution Operations

Ana Lucia AlonzoStarbucks Coffeevp, Planning & Commercialization

Chelsea BrinerMondelez InternationalAssociate Director of Shelf Solutions and Innovation

Nicola CooperIBM UK LtdDirector Demand Planning and Inventory

Amanda Jacobus Yusen Logistics (Americas) Senior Client Manager

Amy McDermottThe Raymond CorporationDirector Marketing and Communications

Roseann ReeceYusen Logistics (Americas)Sr. Manager, Client Management and Opera-tions - OCM

Mary RollmanKPMGPartner

Julie RossonCarMaxSr. Manager Transport Development



Sandy NelsonLenovoExecutive Director WW Customer Fulfillment

Ashley WhiteClean Energy FuelsDirector of Sustainability

Jessica GodinGiant TigerSVP, Supply Chain

Jill BaronNeiman MarcusVP, Supply Chain Strategy

Lisa WheldonDirect ChassisLinkDirector of Sales

Misty Bennett, PhD.Assistant DeanCentral Michigan University

Anna BarejMcDonald’sSenior Director, Global Strategic Sourcing

Cecilia Gaye-SchnellWalmartDivisional VP Supply Chain

Strategic Growth CommitteeTommy Barnesproject44President

Jamie BraggTailored Brands EVP and Chief Supply Chain Officer

John Fitzgeraldproject44VP Business Development

Jessica GodinGiant TigerSVP, Supply Chain


Matt ParryWerner EnterprisesSVP Logistics

Marcus OlsenLeggett & PlattVP Procurement

Jack Thorn, Ph.D. DBM AssociationChairman


Conference Floor Plan & Layout

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Social Functions and Committee Meeting Locations:

Monday, June 3rd 1:00 PM to 1:45 PM - Peer group facilitator meeting – Orchid 2:00 PM to 3:00 PM – First timers’ reception – Island 6:15 PM to 7:00 PM – Peer group meet and greet – Locations vary (see room designations above) 7:00 PM to 8:15 PM - Welcome reception – Palms Pool Deck8:30 PM to 9:15 PM – Mandatory speaker meeting – Palms Ballroom

Tuesday, June 4th 12:30 PM to 1:30 PM – Supply Chain Women in Action Committee Meeting – Orchid1:45 PM to 3:00 PM – 2019 SCLA Innovation Lab – Gardens Ballroom 5:15 PM to 6:00 PM - SCLA Advisory Board meeting – Presidential Suite 6:00 PM to 9:00 PM – Cocktail reception followed by Circle of Excellence & Distinguished Service Awards Dinner – Palms Pool Deck /Everglades BallroomWednesday, June 5th 7:00 AM to 7:45 AM – Education Committee meeting – Orchid11:45 PM to 12:45 PM – Circle of Excellence Award Keynote Luncheon – Palms Ballroom5:15 PM to 615 PM – Closing Reception – Gardens Ballroom

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Peer Group Session Locations: Tuesday, June 4th from 9:30 AM to 11:00 AM and Wednesday, June 5th from 9:15 AM to 10:15 PM

Customer Relationship Management – HibiscusDemand Planning Responsiveness & Supplier Collaboration – AzaleaDistribution Management, Material Handling & Operational Support – BanyanInventory Management & Information Technology – PeriwinkleProcess Improvement – Harbourview (1st Floor)Senior Executive – IslandSourcing, Procurement & Supply Chain Management – OrchidSupply Chain & Logistics Strategy – Caloosa Ballroom A/BTalent Management & Leadership – CypressTransportation – Jasmine

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2019 Educational Resource & Innovation Lab Members

David Schwebel Head of Business Develop Swisslog Logistics, co-chair

Michael ParsleySVP Distribution and Logistics, Tailored Brands

Accenture Strategy75 5th St NWAtlanta, GA 30308Tel: 202-365 7651 [email protected] www.accenture.comAccenture solves our clients’ toughest challenges by providing unmatched services in strategy, consulting, digital, technology and operations. We partner with more than three-quarters of the Fortune Global 500, driving innovation to improve the way the world works and lives. With expertise across more than 40 industries and all business functions, in 52 countries, with over 450,000 resources globally, we deliver transformational outcomes for a demanding new digital world. ChainalyticsMike Kilgore, President and CEO2500 Cumberland Parkway, Suite 550Atlanta, GA 30339Tel: [email protected] Minds. Better Methods. Best Outcomes. Chainalytics accelerates fact-based supply chain transformations for business leaders around the globe, including 18 of Gartner’s Top 25 supply chains. We bring unparalleled passion to our core purpose: to help leaders realize maximum value from their supply chains. Our combination of top supply chain talent, proven methodologies, and proprietary market intelligence delivers actionable insight and measurable outcomes. With locations across North America, Asia-Pacific and Europe, Chainalytics serves companies globally in a borderless fashion.

Chainyard Isaac Kunkel, SVP, Chainyard ServicesOne Copley Parkway, Suite 216Morrisville, NC 27560Tel: 919- [email protected], a leader in blockchain consulting, is a dynamic team of blockchain enthusiasts with the expertise, process, and technology required to develop world-class business and software solutions. With a focus on Supply Chain, Manufacturing and Transportation, Chainyard is helping companies navigate blockchain by working with them to identify value, prioritize opportunities and develop solutions.Chainyard offers education, technical workshops, architecture assessments, business systems solution design, user interface design, continuous integration and delivery pipelines, operational impact assessments, network support services, consortium building, governance models and other activities that are critical to enabling a business to participate in a decentralized ecosystem.

Descartes Systems Group Inc. Chris Jones, EVP Marketing and Services2030 Powers Ferry Road, Suite 350Atlanta, GA 30339Tel: [email protected] is the global leader in providing cloud-based solutions focused on improving the productivity, performance and security of logistics-intensive businesses. Descartes operates the world’s largest, collaborative multimodal logistics network, Descartes Global Logistics NetworkTM. Customers use our web- and mobile-based solutions to manage their fleet operations and mobile resources, manage common carriers; access global trade data; file customs and se-curity documents; communicate with trading partners and run their forwarder and customs house brokerage operations. Our headquarters are in Waterloo, Ontar-io, Canada and we have offices and partners around the world. Learn more at www.descartes.com

E2open LLCJoshua Betz, Vice President Great Hills Plaza, 9600 Great Hills Trail, Suite 300EAustin, TX 78759Tel: [email protected] E2open creates new supply chain efficiencies that solve complex business network problems and inspire global enterprises to unlock their full potential. E2o-pen’s connected, intelligent supply chain starts with sensing and responding to real-time demand, supply and delivery constraints. Bringing together data from customers, distribution channels, suppliers, contract manufacturers and logistics partners, E2open’s col-laborative and agile supply chain platform empowers companies to leverage real-time data, with artificial intelligence and machine learning to drive smarter decisions. A vast amount of complex information is delivered in a single view encompassing demand, supply and logistics ecosystems. Five intelligent appli-cation suites address today’s supply chain challenges, and each application sets the stage for adding more capabilities on the journey to excellence. Providing unity across E2open’s offerings, the Harmony user experience allows users to connect, collaborate, plan and execute via a consistent interface. E2net, E2open’s cloud connectivity network, enables all partners in the value chain to collaborate securely. E2open is changing everything. Demand. Supply. Delivered.

Green Mountain Technology5860 Ridgeway Center Parkway, Suite 401Memphis, TN [email protected]: 901-507-9307Green Mountain Technology (GMT) partners with the world’s largest parcel shippers to plan, monitor and execute high volume parcel networks. Our Parcel Spend Management (PSM) solution unbundles network complexity, drives increased profitability, and enhances the customer experience through a suite of tech-enabled services. It starts with our best in class parcel audit and invoice automation, then leverages that data for advanced analytics, optimization, ongoing network improvement projects, and contract management. GMT’s highly engaged, strategic delivery model, unique network modeling and re-rating technology, and Fortune 500 customer base, uniquely positions GMT to deliver

unparalleled value. Our customers represent more than $6 billion in parcel spend and typically experience 5-10X return, next of our fees. Our outcomes are proven by numerous customer honors including QVC’s Supply Chain Partner of the Year and Office Depot’s Partnership Award. Learn more at www.greenmountaintechnology.com

Infor, GT Nexus Commerce Network 641 Avenue of the Americas, 4th FLNew York, NY 10011Tel: (646) 336-1700www.infor.com/scm Infor builds business software for specific industries in the cloud. With 16,500 employees and over 90,000 customers in more than 170 countries, Infor software is designed for progress. Infor’s Networked Supply Chain combines planning, procurement, execution and finance applications with a multi-enterprise business network. This unique combination aligns the supply chain to provide an unparalleled level of speed, flexibility and precision.

Intelligent Audit 365 West Passaic Street, 4th floorRochelle Park, NJ 07662Tel: (201) 880.1110 www.intelligentaudit.comIntelligent Audit is the technology leader in parcel and freight audit, business intelligence, and spend optimization. IA’s proprietary technology, paired with a team of strategic account managers, helps some of the largest and most complex global shippers analyze, benchmark, optimize, and gain critical insights into their global transportation network. With best-in-class audit and reporting technology, clients can leverage their data to reduce costs, enhance real-time visibility, and improve end-customer experience. Our cloud-based solution ad-dresses logistics pain points using data-driven analytics and reporting to examine all transportation activities, identify trends, and uncover areas for improvement. IA serves customers of all shapes and sizes – from Fortune 10 to small- and mid-sized businesses – and is a single vendor solution supporting all transportation modes globally. With more than 2,500 clients representing over $12 billion in annual transportation spend, Intelligent Audit prides itself on providing customers with the tools and insights to help them ship smarter.

LLamasoft201 South Division Street, Suite 200Ann Arbor, MI 48104Tel: [email protected] www.llamasoft.com LLamasoft supply chain design software helps organizations worldwide assess the potential impact of changes on the supply chain and swiftly create and implement strategies to drive performance. Using the LLamasoft supply chain design solution, businesses are able to: create supply chain models to discover inef-ficiencies and optimize for significant improvements in cost, service and risk; implement the supply chain designs by linking the power of advanced analytics into the reality of planning and execution processes; and proactively monitor supply chain performance and identify systemic problem or risk areas to modify in supply chain designs. Headquartered in Ann Arbor, Michigan, LLamasoft is a leader in supply chain excel-lence and innovation, advancing technology focused on continuous improvement of enterprise supply chains for the world’s largest organizations.

Longbow Advantage Stephanie Alvarado, Marketing Manager [email protected] have invested millions in your technology. It needs to run your business as intended, be adaptable and drive revenue growth. Your technology partner should provide not only solid warehouse, labor and transportation management implementation and integration skills, but an unprecedented level of supply chain operations experience and expertise. Our track record of success across supply chain execution systems for a variety of manufacturing, retail, logistics and distribution customers includes hundreds of projects completed on-time and on-budget, and a crowd of raving fans in the supply chain space.

Packsize International Inc.3760 Smart Pack WaySalt Lake City, UT 84104Tel: [email protected]<mailto:[email protected]>www.packsize.com<http://www.packsize.com>An award-winning supply chain and sustainable pack-aging industry leader in North America, Europe, and Asia-Pacific founded in 2002, Packsize(r) International offers right-sized packaging, on demand, for the corru-gated marketplace. On Demand Packaging(r) solutions from Packsize include an expert mix of hardware, software, accessories / consumables, and professional services. By creating right-sized packages that offer exceptional protection, businesses can enhance their brand reputation, the customer experience, and their bottom line. These optimized box configurations also reduce corrugated inventory requirements, increase handling and transportation efficiencies, and minimize wasted space. Learn why leading brands embrace Smart Packaging for a Healthy Planet(r)-Packsize.com.

Swisslog Logistics David Schwebel, Head of Business Development, North America161 Enterprise DriveNewport News, VA 23603Tel: [email protected] www.swisslog.com www.kuka.com Swisslog designs, develops and delivers best-in-class robotics and automation solutions for forward-think-ing manufacturing, health-systems, warehouses, and fulfillment and distribution centers. We offer integrated systems and services from a single source – from consulting to design, implementation and lifetime customer service. Behind the company´s success are 2,800 employees worldwide, supporting customers in more than 1,500 installations in 50 countries. Swisslog is a member of the KUKA Group, a leading global supplier of intelligent robotic and automation solutions.

11:15 AM – 12:30 PMSession Title: Supply Chain Transparency & the Competitive Edge Presenters and panel discussion: David Lande, AVP Logistics, CarMaxAmmie McAsey, Senior VP Distribution Operations, McKessonTerry Pohlen, PhD, Senior Associate Dean, University of North TexasHarry Ziff, VP Corporate Logistics, East Penn ManufacturingJohn Fitzgerald, VP Business Development, project44

Session description: In this session, we will review how top companies use their sup-ply chain visibility technology to create competitive advantages in dynamically changing markets and economies. To maximize clarity and relevance to the widest possible audience, we will combine an educational and corporate focus that investigates value creation opportunities in supply chain visibility. As both consumer and corporate markets demand improved end-user agility, supply chain solutions will become the battleground on which the fight for profit is waged.

In this session, you will gain the secrets of…• Insight from leading academics on supply chain visibility and its future, as it relates to changing market conditions and expansion opportunities. • A case study by McKesson on inventory allocations in a sup ply-constrained environment. • A case study by CarMax on how TMS creates improved visibility, flexibility and alignment.• Q&A

11:15 AM – 12:30 PMSession Title: Session Title: Using Blockchain to Optimize Your Global Supply Chain Presenters: Renee Ure, VP Global Supply Chain, LenovoRon Castro, VP IBM Supply Chain, IBM CorporationRobert Bernard, ED Supply Chain StrategyStephen Rogers, VP, IBM Blockchain Initiatives for Supply ChainAlex Rosen, SVP, Chainyard Blockchain

Session description:This session will explore how blockchain is being used within the IBM and Lenovo supply chains to improve predictability, security, sustainability, and operational and financial efficiency. We will discuss the aspects of blockchain that bear most directly on sup-ply chain management, such as the immutability of asset data, material provenance, transaction transparency, and more. The discussion will focus on real-life examples of blockchain integra-tion, from proof of concept to live network implementation. The session will provide a vision of how blockchain complements other technologies such as AI, IoT and analytics.

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Monday June 3rd, 20194:00 PM – 6:00 PM Session Title: Passion! Eight Steps to Find YoursPresenter:Mark Lindquist, Motivational Speaker featured in The Dallas-Fort Worth Star Telegram, The San Francisco Chronicle, The Miami Herald and The Houston Chronicle

Session description:In this session, we will investigate the mental roadblocks that stifle progress, whether in our personal lives, the workplace, or in pursuing our passions. This session will teach you how to create a workplace culture dedicated to the development of an individual’s strengths. The fastest way to reignite a person’s passion for what they do is to recognize and reward these strengths and to allow the individual to make major contribu-tions to the firm, to their work, and to their own lives.In this session, you will gain the secrets of…• Living a passion-filled life at work and at home.• Getting yourself unstuck from the daily grind and learning to effect meaningful change.

• A future filled with more possibility and potential than you might have realized.

Tuesday June 4th, 2019 8:15 AM – 9:15 AMSession Title: Driving Growth through InnovationPresenter: Robert Tucker, Bestselling Author & Business ConsultantSession description: When was the last time you focused on improving your ability to conceive and introduce new product, service, process, or strategy ideas? Are you using yesterday’s methods to manage today’s complex marketplace challenges? This dynamic, exam-ple-rich presentation will illustrate the findings Tucker chroni-cled in his book “Driving Growth through Innovation.” Through examining 23 “innovation vanguard” companies, you will learn novel methods to foster innovation and turn it into a reliable source of growth, profits, and competitive advantage. In this session, you will gain the secrets of…• Creating a company-wide system to ensure that good ideas do not get lost — or show up in competitors’ hands.

• Use innovation as a self-sustaining source of growth.• Unconventional approaches for embedding innovation into company culture.

• Becoming motivated to take action in your firm.

Session Abstracts

In this session, you will gain the secrets of…• How two industry leaders are harnessing blockchain to gain

new and significant supply chain benefits.• Rethinking supply chain processes with an eye toward

progressing along the journey of supply chain digitization.• How artificial intelligence, the internet of things, and data

analytics can make the implementation of blockchain even more fruitful.

3:15 PM–4:30 PMSession title: Turning your Supply Chain into a Competitive AdvantagePresenter: Tom Goldsby, PhD, Professor and Chair, The Ohio State UniversityAnna Barej, Senior Director Global Strategic Sourcing, McDonald’sJill Barron, VP Supply Chain Strategy, Neiman MarcusChad Ducote, VP Supply Chain, Wal-MartAnna Lucia Alonzo, vp Planning & Commercialization, Starbucks

Session description:A well-designed supply chain is a powerful weapon, especially in fast-moving markets. It can reduce cost, increase revenue and delight customers. However, taking the bold steps to overhaul a company’s mission-critical supply chain operations is not easy. This session features case studies of world-class, segment-lead-ing companies that do just that: leverage their supply chain networks and operations for competitive advantage. A panel discussion will follow, including a broader conversation about how firms design and deliver superior customer experience and company performance. In this session, you will gain the secrets of…• How companies and their supply chains compete with and against one another, as well as the factors that separate leading companies from their peers. An essential part of the latter is learning how best to blend people, processes and technology to achieve your desired results.

3:15 PM.–4:30 PMSession title: Warehouse Automation: Threading the Needle of Customer Expectations and Operating CostsPresenters: Steve Holic, Senior Director, Global Warehouse & Distribution Strategy, PhilipsTodd Kleinow, VP Distribution Strategy & Operations, McKessonJohn Rosenberger, The Raymond CorporationChris Somerville, FedEx David Schwebel, Swisslog Logistics

Session description: Today’s customers expect from suppliers flawless execution, faster lead-time and lower cost. As supply chain leaders, this requires us to rethink our warehouse and distribution strategy to balance customer expectations against operating costs. We believe that for many vendors, warehouse automation may provide the means to thread this needle. However, properly preparing your organization before you automate is as import-ant as automating itself. Employing inefficient, suboptimal pro-cesses can lead to cost increases and customer dissatisfaction.

In this session, you will gain the secrets of…• How to prepare your organization before you decide to

automate. First, optimize your warehouse and then determine if automation is the best next step for you.

• How to use data in your automation and decision-making processes.

• Warehouse management systems and how they are being adapted to meet today’s business needs.

• Examples where automation does and does not make sense.

3:15 PM–4:30 PMSession title: Managing through a Difficult Transportation EnvironmentPresenters: Todd Steffen, VP Supply Chain and Logistics, Colliers InternationalShelley Carr, Director Supply Chain COE, International PaperKen Evans, CEO and Founder, KonexialMatt Parry, Senior VP of Logistics, Werner EnterprisesJohn Upperman, VP Procurement, Thermo Fisher ScientificHarry Ziff, VP Corporate Logistics, East Penn Manufacturing

Session description: At no time in recent history has transportation played the role of both mission-critical capacity concern and a game-changing efficiency opportunity. Come hear about how shippers, carriers and industry leaders are devising strategies to address capaci-ty concerns and leverag-ing innovation to tap unprecedented efficiency opportunities.• In this session, you will gain the secrets of…• Shipper and carrier perspectives — We’ll cover strategic, clean-

slate options on how to take control of your logistics operation and how to address tough freight geographies.

• Two future-focused solutions to address capacity constraints. Hear how leaders are position-ing higher quality, more timely information to bridge the gap between capacity con-straints and available empty miles.

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look like, and how these cultures affect bottom-line performance. Participants should leave with a better understanding of their organizational culture and what it takes to successfully lead a team through ever-changing environments.examples of how SCLA companies and universities are partnering to prepare for and face future supply chain challenges.In this session you will gain the secrets of…• How to identify a healthy vs. toxic organizational culture.• The characteristics of a flexible culture that can respond to

changes in the work envi-ronment.• Examining a company from four critical perspectives to under-

stand what the culture looks like and the impact this has on organizational performance.

• Investigating the essential connection between a company’s culture and the realization of its day-to-day goals.

10:30 AM–11:45 AMSession title: Forecasting Economic Trends and Their Impact on Global Supply ChainsPresenter: Bernard Baumohl, Chief Global Economist, The Economic Outlook Group

Session description: When the SCLA Conference meets in June, the economy will be at a pivotal moment in history. For the first time ever, the U.S. will begin its 11th straight year of growth. How much longer can this business cycle last? We believe a lot longer. The American economy is being transformed and the breakneck pace of tech-nological innovation, changing demographics, and fundamental shifts in the supply chain industry are affecting how consumers behave and businesses operate. Together, they can help extend this historic economic expansion. This doesn’t mean the economy is risk-free, because we are part of a crisis-prone global economy and the geopolitical pot is now boiling furiously. Navigating this volatile environment means understanding the opportunities and risks ahead.

In this session, you will gain the secrets of…• How economic indicators can be used to stay in front of the

business cycle. • How to help protect your company against economic and

geopolitical shocks.• How we got to this point of historic economic expansion,

and what that means for the future.

Wednesday June 5th, 2019

8:00 AM – 9:00 AMSession title: Leaders Who ThrivePresenter: Morris Morrison, Founder, and Owner of Morrison Global Brands.

Session description: Amazing things can happen when a person commits to growing their leadership skills. Morris Morrison’s inspiring presentation will not only energize you, but also give you the tools to break through organizational barriers that limit success. Capable leaders are confident, and confident leaders are motivated to pursue their goals.

In this session, you will gain the secrets of…• Develop and confidently apply new leadership skills.• The necessity and value of setting higher standards.• Broadening your vision and goals to imagine a brighter, more

fulfilling future.• A workplace culture that embraces talent development.

10:30 AM.–11:45 AM Session title: Harnessing Talent to Create a Winning Company Culture Presenters: Misty Bennett, PhD, Assistant Dean, Central Michigan University Cecilia Gaye-Schnell, Divisional VP Supply Chain, Wal-MartTracy Hixson, Senior Director Category Management and Supply Chain Excellence, Hyster-YaleDave Kirchoff, VP Consulting Services, Senior Consultant, Denison ConsultingSandy Nelson, Executive Director Worldwide Customer Fulfillment, LenovoHarry Ziff, VP Corporate Logistics, East Penn Manufacturing Session description: Knowing how to develop their people’s talent around a shared vision is perhaps a leader’s most important job. Leaders need to be able to understand the organizational culture around them and adapt to meet the changes facing supply chain and logistics today. Learn about what healthy and toxic organizational cultures

Session Abstracts

4:00 PM – 5:00 PMSession title: Turning Passion into PurposePresenters: Mark Lindquist, CEO, Mark Lindquist MotivationalTodd Steffen, VP Supply Chain and Logistics, Colliers InternationalAmy Thorn, Executive Director, DBM; Owner/Winemaker Thorn Hill Vineyards

Session description: You will hear inspiring stories from two executives about how they leveraged their supply chain knowledge to manifest their passion and create their dream career. Regardless of whether realizing your purpose is your main manifestation goal; you will be happier if you can discover your passion. All you need is a winning mindset. This session will cover the steps needed to turn our passion into purpose.• In this session, you will gain the secrets of…• How to relax into a confident, curious attitude about finding

your passion.• Allowing your intuition and inquisitiveness to guide you

toward your dream career.• Successful ways you can manifest your passion without

sacrificing your career or personal life.

2:30 PM–3:45 PMSession title: Leading through DisruptionPresenters: Tim Taylor, Senior VP Chief Supply Chain Officer, Jockey International Stuart Gonzales, VP Global Strategic Services, RRDMary Rollman, Partner, KPMGJohn Wainwright, President – Leggett & Platt Global Services, Leggett & PlattWillis Weirich, Senior VP Supply Chain and Operations, Neiman Marcus

Session description: Over the last few years, industry changes have caused many storied firms to flounder while other companies have flour-ished. Think Kodak, Blockbuster and Sears. Each of these com-panies were at one time market leaders. It is no small or simple thing for leaders to identify industry shifts and then provide the resources for the organization to reinvent its business. Panelists will discuss historical trends of market disruption and how many mature companies have learned to see beyond the blinders of their own success.In this session, you will gain the secrets of…• Leading through meaningful change.• Creating cross-functional teams to manage critical supply

chain shocks and foster better solutions.• Creating opportunities the next generation of leaders to

develop the skills necessary to fulfill that role.• Networking and sharing of problems, ideas, and potential

solutions can provide new a fresh perspective on seemingly intractable difficulties.

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Ana Lucia Alonzovp, Planning & CommercializationStarbucks CorporationSpeakerAna Lucia is currently, Supply Chain Digitization for Starbucks Corporation. She is a senior supply chain leader with more than 18 years of international experience, providing leadership and strategic direction in net-work design and supply chain planning, new product development, operations, continuous improvement and cost effective environmental performance. Leadership expertise in high velocity, time sensitive, fresh and CPG and Retail supply chains across Europe, North, Central and South America

Anna BarejSenior Director, Global Strategic Sourcing, McDonald’s CorporationSpeakerA Procurement leader focusing on the development and leadership of teams in world-class value creation; leveraging creativity and operational simplicity in delivering innovation and cost optimization. Professional experience, focusing on the Indirect spend areas within the CPG Industry, consists of leadership roles in strategic sourcing, category management, and organizational development. Successfully developed procurement strategies and directed teams in the COE, Marketing, Out-sourcing, Packaging & External Manufacturing categories. Experience includes innovative solutioning to traditional cost challenges in $500MM-$1B sized categories, driving double digit productivity results.

Jill Barron Vice President of Supply Chain Strategy for the Neiman Marcus GroupSpeakerThe Supply Chain Strategy team collaborates to define and implement current and future strategies that opti-mize the Supply Chain network. Along with Strategy, her teams include Partner Programs such as EDI and Partner Relations along with Industrial Engineering and Training. Jill has 26 years of experience with Neiman Marcus and over 20 years in Operations & Supply Chain. Jill has lead teams that have opened facilities, implemented Ware-house Management Systems, and have instituted multiple floor ready requirements that support Speed to Market initiatives. Her team leads the way to ensure the NMG Supply Chain and its facilities are ready for the future. Jill graduated from Colorado State University.

Bernard Baumohl Chief Global Economics, The Economic Outlook Group SpeakerBernard Baumohl is chief global economist at The Economic Outlook Group. He began his career as an analyst with the Council on Foreign Relations, a think tank specializing in international affairs and national security. Mr. Baumohl later served as an economist at European American Bank with responsibilities to monitor the

global economy and develop forecasts. He was also an award-winning economics reporterwith TIME magazine who covered the White House, Federal Reserve and Wall Street. In additional to his current post as chief global economist, Mr. Baumohl is on the faculty of the New York Institute of Finance, where he conducts seminars on how forward-looking economic in-dicators can help business leaders foresee turning points in the economy. He has also previously lectured at NYU and Florida Gulf Coast University. Mr. Baumohl is author of The Secrets of Economic Indicators: Hidden Clues to Future Economic Trends and Investment Opportunities (Pearson Education). The best-selling book is now in its 3rd edition and has been translated into several languag-es, including Chinese, Japanese, Russian, and German. Mr. Baumohl has a Master’s degree in international affairs and economics from Columbia University.

Dr. Misty Bennett, PhDAssistant Dean, Central Michigan UniversitySpeakerMisty’s research currently focuses on generational differ-ences in workplace attitudes, ranging from stereotypes about Generation Z or the Millennials to retirement transitions in older workers. In addition to numerous international academic presentations at peer-reviewed conferences such as the annual meeting of the Academy of Management, she was interviewed on BYU’s award-win-ning radio show Top of the Mind with Julie Rose regarding her 2017 publication on generational differences in work-family conflict, “Work-family conflict: Differences across generations and life cycles,” published at Journal of Managerial Psychology. Dr. Bennett has an impressive research record already with over 500 citations of her research and a record for publishing in journals with high impact factors.Dr. Bennett is active in consulting and conducting executive workshops and has presented on topics such as stress management and work/life balance, managing a multi-generational workforce, leadership, and organiza-tional culture. She consults for a variety of both public and private agencies and was recently co-principal investigator on a large grant with the State of Michigan to update a strategic staffing modeler that she co-developed with CMU professor Dr. Lana Ivanitskaya for the Michigan State Police. As Assistant Dean for the College of Business Administra-tion, Dr. Bennett has aligned assessment plans with the mission and vision of the college and streamlined assess-ment plans so the data they produce are more meaningful to student learning. Her efforts focus on transforming the college from a top-down approach of compliance to accreditation standards to a bottom-up faculty-led effort that embraces student learning.

Robert Bernard ED Supply Chain StrategySpeakerRobert Bernard is currently the Executive Director of Supply Chain Strategy and Transformation for Lenovo Data Center Group (DCG). Based on his ability to create a

vision and make it a reality through strategy development and implementation, he was asked by the senior execu-tive team to take on this new role after serving in various supply chain, procurement, and services roles within Lenovo since joining in 2013. Bobby leads an organization with members in US, Europe, and China responsible for developing industry-leading supply chain strategies and the digital transformation of the DCG supply chain to create operational efficiencies, drive incremental com-merce, and ensure positive customer experiences.Prior to Lenovo, Bobby worked in a various executive leadership positions at Dell, Inc. across procurement, supply chain, product development, services, and quality. This included a three-year international assignment in Shanghai, China where he built locally a product operations and supply chain organization with global responsibilities and led the product quality organization for Dell’s entire consumer business worldwide with teams in Austin, Singapore, Taiwan, and China.Bobby started his career at IBM in various roles across manufacturing, supply chain, and new product devel-opment over an eight year span.Bobby holds a bachelor of science dual degree in Mechanical Engineering and Engineering & Public Policy from Carnegie Mellon University in Pittsburgh, Pennsylvania. He is married, has a daughter and a son, and lives in Apex, North Carolina. Outside of work, Bobby spends time volunteering in youth sports and participating in Sitting Volleyball for disabled veterans.

Shelley CarrDirector, Supply Chain COE at International Paper Speaker Shelley Carr is currently Director of the Supply Chain Center of Excellence at International Paper (IP), one of the world’s leading producers of fiber-based packaging, pulp and paper. Shelley and her organization are responsible for improving, sustaining, and deploying IP’s Supply Chain Operating Model as well as consulting and propagating best practices across IP’s global footprint. Shelley and her team develop and implement strategic programs to improve overall supply chain performance in order management, S&OP, production planning and scheduling, distribution, sourcing, and procurement.Prior to this role, Shelley was a Senior Manager of Supply Chain for IP’s Industrial Packaging Business where she was responsible for managing the planning of 12 million tons of contain-erboard liner and medium annually. During her tenure in Containerboard, Shelley was also responsible for oversee-ing the supply chain integration of both the acquisition of Weyerhaeuser and Temple-Inland Containerboard divisions – driving common processes and achieving business synergies totaling over $150MM. Shelley started her career in 1993 as a chemical engineer at IP’s Mobile Mill. Shelley has her Chemical Engineering degree from Georgia Institute of Technology. In her free time, Shelley enjoys reading, traveling, and spending time with family and friends.

2019 SCLA Program Speaker/Facilitator Biographies

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Ron Castro VP Supply Chain, IBMSpeaker As Vice President of Supply Chain for IBM, Ron Castro is responsible for all strategy, execution and transformation of IBM’s global end to end supply chain, delivering to cli-ents across more than 170 countries. This transformation is inclusive of thought leadership, global talent develop-ment and is supported by a culture of engagement, agility and innovation. Ron is leading the digital and cognitive transformation for supply chain leveraging emerging tech-nologies to build transparent, intelligent and predictive supply chains at scale.Prior to his current role, Ron served as Vice President, Operations and Supply Chain Execution for the company, including global manufacturing, brand and market operations –plus overall supply chain exe-cution for IBM hardware and software – accountable for global operations of 11 manufacturing and fulfillment sites worldwide. Ron also spent four years in Shanghai, China as IBM’s senior executive responsible for supply chain op-erations for the Growth Market Unit, supporting emerging regions, and developing a unique global perspective. Ron is committed to advancing global leadership develop-ment, as well as excellence in skills development and education. He is an executive board member of DBMA’s Supply Chain Leaders in Action, National Association of Manufacturers’ Manufacturing Leadership Council, and University of Tennessee Supply Chain Institute Advisory Board. Ron is an active member of the IBM Hispanic Council, which is focused on driving important initiatives for the Hispanic community at IBM. Ron serves in the Board of Directors for Haven House Services. Ron holds both Bachelors and Masters Degrees of Science in Industrial Engineering and Operations Management from Purdue University. He is recognized as a supply chain thought leader, who delivers fast and impactful results in multi-cultural and complex environments. A father of two children, Juliana and Alberto, Ron enjoys spending time doing outdoors activities, like camping, skiing and taking family trips to his native country of Costa Rica.

Chad DucoteVP Supply Chain, WalmartSpeakerChad Ducote is currently the Divisional Vice President of Walmart’s Supply Chain for the Pacific Division, which encompasses California, Nevada, Oregon, Washington, Hawaii, and Alaska. In this role he is responsible for operational oversight of multiple distribution facilities and offshore supply chain capabilities.Chad joined Walmart in 1992 as an hourly Associate upon return from active military duty. From 1992 through 2017, Chad steadily progressed through Walmart’s management ranks. These positions included Pharmacy Manager, Manager of Professional Recruiting, Director of Training, Regional Compliance Manager (Regulatory), Divisional Compliance Director (Regulatory), General Manager of Walmart Regional Distribution Center 6048, and Senior

Director for Health and Wellness Logistics (Pharmaceuti-cal Supply Chain).Chad graduated with a B.S in Pharmacy from the University of Louisiana at Monroe, and then went on to receive his M.S. in Pharmacy Regulation and Policy from the University of Florida. From there Chad went on to receive a M.B.A. focused on the pharmaceuti-cal industry from Stetson University.

Kenneth L. Evans, Jr.Founder & CEO - KonexialSpeaker Ken Evans the founder of Konexial, a FreightTech 100 pro-vider technology to the trucking industry. Konexial’s My20 ELD products provide real time fleet management and hours of service compliance for truck carriers of all sizes; GoLoad dynamic load matching enables shippers & 3PLs to name their price, and find truck capacity they need in 100% transparent transactions.Prior to founding Konexial, Ken spent 25 years managing logistics for Eastman, Littel-fuse, Celanese, Koch Industries, and Spirit Aerosystems. While at Koch, Ken started a holding company and four logistics startup companies as an intrapreneur - Koch Rail, KBX Marine, KBX Logistics, and KBX International.Before joining Koch, Ken had twenty years of chemical industry supply chain experience with Celanese and Eastman Chemical, and was responsible for global logistics for both companies. Ken also has extensive, holistic supply chain experience in all aspects of procurement, planning, inventory management, manufacturing, and logistics. He has experience implementing SAP and TMS in the enterprise through four different projectsKen holds a bachelor’s degree in Logistics & Transportation from the University of Tennessee, and a master’s in business admin-istration from East Tennessee State University. Ken earned his CPIM certification from APICS, and he occasionally teaches graduate level business classes at Wichita State University.Ken serves on the University of Tennessee Global Supply Chain Institute’s Advisory Board (UT GSCI), and the educa-tion committee of Supply Chain Leaders in Action (SCLA).Ken lives in Wichita, KS with his truly amazing, supportive wife Gina and their three children.

John FitzgeraldVP Business Development, project44SpeakerJohn A. Fitzgerald is VP, Business Development with project44, the leader in API solutions for the supply chain. John consults with shippers and 3PL’s to assist them in digitizing supply chain visibility, and drive cost savings and productivity improvements to truly transform their global supply chains. John has over 30 years’ experience in global supply chain execution with leading global forwarders/3PL’s and leading Cloud Computing companies like GT Nexus. He is the past Global Chairman of the CSCMP, Chicago Roundtable and past Chairman of the Strategic Account Management Association and Board Director. John is actively involved with the Council of Supply Chain Management Professionals and a frequent

speaker for CSCMP, US China Chamber of Commerce, Penn State, and various other Global Trade organizations and universities. Mr. Fitzgerald has also been an adjunct faculty at Northwestern University’s Executive Transportation Programs. A native Chicagoan, John is a graduate of Loyola University. Af-ter college he joined IBM and later served as a Captain in the US Marine Corps. He had been in Senior executive roles with Fritz Cos. UPS Supply Chain Solutions and GT Nexus before joining project44 in October 2017. He resides in Bonita Springs, Florida with his wife, Patty, and their dog, Wrigley, loves to golf and travel to Chicago to see his kids, Meghan and Patrick and his grandson, Landon and granddaughter, Sofie.

Thomas FreseSenior VP, Solera, Inc. SpeakerThomas Frese is Senior Vice President of Fleet, Global Ac-count Management, and Consulting Services at Solera, Inc. Prior to his role at Solera, Tom served for 3 years as SVP of Fleet, Procurement, and PMO at the Hertz Corporation, and 13 years as a partner with McKinsey & Company, where he served clients in the Travel, Transport, and Lo-gistics industries with functional emphasis on operations transformation.Tom received a Ph.D. in Electrical Engineer-ing from Purdue University in 2001, and a Dipl.-Ing. degree from Ruhr-Universitaet Bochum, Germany, in 1996.

Cecilia Gaye-SchnellDivisional VP Supply Chain, Walmart SpeakerCecilia Gaye-Schnell is the divisional vice president of the Walmart Supply Chain Division where she has responsibil-ity for all regional and grocery centers within Texas. She was promoted to divisional vice president in 2014. Cecilia joined Walmart in 2013 as a logistics developmental divisional vice president and spent her first year with the company working in the logistics Florida and Puerto Rico distribution centers. Prior to joining Walmart, Cecilia spent 19 years with Mattel Inc., beginning in Caracas, Venezuela, working in logistics operations. She went on to support the Mattel Latin America Export Division in Miami, Fla., then was director of inventory management and logistics for export markets-Colombia and Venezuela and finally served as director of supply chain for Latin America (excluding Mexico and Brazil). During Cecilia’s tenure with Mattel, Inc. she gained experience in many different areas including third party selection, procure-ment, distribution management, import and export operations, reverse logistics, transportation, inventory management, government relations, compliance and philanthropy. Cecilia received a Bachelor of Science degree in International Business from the Universidad Argentina de la Empresa in Buenos Aires, Argentina. She studied Specialization in Financial Institutions at the Universidad Catolica Andres Bello in Caracas, Venezuela and achieved the Advanced Program of Management at the Instituto de Estudios Superiores de Administracion in Caracas, Venezuela.

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Thomas J. Goldsby, Ph.D.Harry T. Mangurian, Jr. Foundation Professor in BusinessProfessor of Logistics, Chair of the Department of Marketing and LogisticsThe Ohio State University SpeakerDr. Thomas J. Goldsby is the Harry T. Mangurian, Jr. Foun-dation Professor in Business, Professor of Logistics, and Chair of the Department of Marketing and Logistics at The Ohio State University’s Fisher College of Business. Dr. Goldsby is Co-Editor-in-Chief of the Journal of Business Logistics and serves as Associate Director of the Center for Operational Excellence (COE) and Research Fellow of the National Center for the Middle Market. His research interests include logistics strategy, supply chain integra-tion, and consumer-centric supply chains. He has pub-lished more than 50 articles and co-/authored five books. He has received recognition for excellence in teaching at Iowa State University, The Ohio State University, and the University of Kentucky. He delivered a course on Business Operations for The Great Courses’ Critical Business Skills series in 2015, which continues to rate as a bestselling Nonfiction/Business title at audible.com.

Stuart GonzalesVP Global Strategic Services, RRDSpeakerCurrently, leading a team of professionals to ensure a supply chain for direct, indirect, and professional services used by RRD (RR Donnelley).Wide range of experience Supply Chain, Procurement, Sales, Customer Service, Product Logistics, Project Management, Human Resources, Labor Relations, Organizational Development, and Emer-gency Response.Project Manager in a variety of business applications including system installations, upgrades, and migrations. Particularly interested in business systems related to procurement, sales and customer service. Experienced in a variety of databases and reporting methodologies.Specialties: Procurement, Supply Chain, Sales Strategy, Senior Professional in Human Resources (SPHR), Union Negotiation, Organizational Development

Steve HolicSenior Director Warehouse & Distribution Strategy, Phillips SpeakerSteven Holic has had 32 years of service at Philips. Currently he is Senior Director Warehouse & Distribution Strategy Integrated Warehousing & Distribution. Steve is responsible for the creation, development and deployment of the Philips global warehouse footprint. This responsibility includes total cost of ownership for Warehouse and distribution, for Philips (Factories, Spare Parts, Health Systems and Products). Included in the responsibility is creation of optimize warehouse infrastructure (number and locations). Maximize synergies

between business units, by running combined projects and programs to assure collaboration between businesses (multi-site / multi-customer) and Improve customer experience building innovation, driving operational excel-lence by outsourcing, automating, improving technology and infrastructure within the warehouse operations. This includes provider strategic, partnership and support including the provider selection process in close collab-oration with factories, BU & F&D. Function may be called on to support other operations of IWD’s mission to drive excellence of speed, agility, predictability and reliability (Lean/ CI) to significantly improve performance and drive out cost. Final function is expected to benchmark and teaching new concepts, coach and develop talent within the Philips supply chain community.Philip founded in 1891 is a leading health technology company focused on improving people’s health and enabling better outcomes across the health continuum from healthy living and prevention, to diagnosis, treatment and home care. Philips leverages advanced technology and deep clinical and consumer insights to deliver integrated solutions. Head-quartered in the Netherlands, the company is a leader in diagnostic imaging, image-guided therapy, patient monitoring and health informatics, as well as in consumer health and home care. Philips’ health technology portfo-lio generated 2016 sales of EUR 17.4 billion and employs approximately 73,000 employees with sales and services in more than 100 countries.

Tracy HixsonSr. Director Category Management and Supply Chain Excellence, Hyster-YaleSpeaker Tracy Hixson is currently the Senior Director, Category Management and Supply Chain Intelligence Hyster-Yale Materials Handling Group, a global manufacturer of a full range of Forklift Trucks headquartered in Cleveland, Ohio. He leads the Global Strategic Sourcing, NPD Procurement and Supply Chain Intelligence teams with locations around the world. His responsibilities include managing the process to select “best in class” suppliers, achiev-ing optimum Total Cost of Ownership for Hyster-Yale Products, identifying and developing supplier innovation and managing global supplier relationships. His career spans over 34 years with major industrial manufactures including fortune 500 companies where he held the positions of Director, Supply Chain and International Sourcing, Brunswick Corporation and Director, Global Strategic Sourcing, Maytag Corporation. He has 25 years of focused Supply Chain experience in positions of ascending responsibility in the functions of Procurement, International Sourcing and Strategic Sourcing. He has ex-tensive International Sourcing experience in Asia Pacific, Mexico and Europe with a record of substantial materials cost reduction achievements, quality improvement and supplier development.Mr. Hixson holds a BA degree in Economics for the Univer-sity of Tennessee and a Master’s degree in Organizational Management from Tusculum College.

Michael JacobsSenior VP, Supply Chain, Ferguson EnterprisesSpeakerMichael is currently Senior Vice President of Supply Chain for Ferguson Enterprises. Previously, he served as Chief Lo-gistics Officer of Keurig Green Mountain, Inc. In this role he was responsible for all aspects of Logistics including supply chain design and strategy, distribution operations, domestic and international transportation, Customs compliance, sales & operations planning. Under Michael’s leadership, Logistics was a shared service that worked across all business units to drive best-in-class process for its customers, develop well integrated technology and ensure that all business units benefit from company scale. He joined the Keurig team in April 2012 as Vice President, Enterprise Logistics and Distribution. Prior to joining GMCR, Michael was the Senior Vice President, Logistics for Toys“R”Us, Inc. During his 14 years at Toys R Us, Mi-chael held progressively responsible positions in transpor-tation, distribution and logistics strategy on a global basis. Michael began his career in finance with PEPSICO, Inc. He subsequently worked for May Department Stores as a Group Manager, Finance and for Melville Corporation as a Director of both Supply Chain Planning and Supply Chain and Logistics Operations. Michael holds a B.S. in Finance and an M.B.A. in Accounting from Manhattan College, as well as a Masters in Supply Chain Management from Penn State University.

Dave KirchoffVP Consulting Services, Sr. Consultant, Deni-son Consulting Speaker Dave is an expert in large-scale change initiatives, manu-facturing and operational excellence, and procurement. His focus at Denison is helping clients with organizational integration, change management, leadership, cross-func-tional coordination & collaboration, innovation, and teamwork.Dave joined Denison as Vice President in 2014 after 33 years of executive experience with a top-tier, global, consumer product organization. In 2019, he transitioned to President. His experience conceptualizing and leading change projects includes: Manufacturing footprint strategies, Innovation and new product introductions, Quality and Safety Improvement initiatives, Operation-al Excellence programs, Differentiated Supply Chain Analytics and Implementation, 3rd Party Outsourcing and Contracting, Waste Reduction initiatives, Procurement Strategy formulation and execution.Dave received an M.B.A. with a concentration in Informa-tion Systems from Johns Hopkins University.


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Todd KleinowVP Strategic Distribution and Operations, McKessonSpeakerTodd is the Vice President, Strategic Distribution and Operations for McKesson. He has been with McKesson for over 30 years and has worked in a variety of operations roles across the United States at the distribution center, regional and corporate level. In his current role, Todd is responsible for leading his team on distribution network strategy initiatives to ensure long term performance. His focus includes robotics, automation and other types of material-handling systems that can reduce redundant or manual tasks while increasing productivity and quality.

David LandeAVP, LogisticsCarMaxSpeakerDavid joined CarMax in 2015 to lead CarMax’s logistics team at the company’s headquarters in Richmond, VA. In his role as AVP of Logistics, David is responsible for managing the logistics of vehicle procurement to final customer delivery. Carmax’s logistics team manages the third party carrier network, private fleet & dedicated services to deliver over 2M vehicles on an annual basis with approximately $200M in annual spend. Prior to joining CarMax in 2015, David held various supply chain leadership roles at Ralph Lauren. Most recently, managing Ralph Lauren’s Supply Chain Network for North America Retail Stores and managed the startup of Ralph Lauren’s Latin American Supply Chain. David holds his dual BBA degree from Emory University in Operations & Finance.

Mark J. LindquistCEO, Mark J. Lindquist Motivational Keynote SpeakerMark J. Lindquist is a nationally recognized motivational speaker who has appeared in ABC’s LOST, CBS’ Hawaii Five-O and the Universal Studios movie “Battleship.” He is a world-touring entertainer who has performed live for over 2.5 million people in 22 countries and 44 states throughout his career. As a highly sought-after National Anthem singer, he performs for the largest crowds in America for teams such as the Minnesota Vikings, The Chicago Bears, The Cleveland Browns, The Cleveland Indians, The Los Angeles Dodgers, Duke University Men’s Basketball, the College World Series, the NCAA and in venues such as Madison Square Garden. Mark is a former Sergeant in the United States Air Force and an Afghanistan War Veteran who is based out of Fargo, North Dakota.

Ammie McAseySr. VP, Distribution Operations, McKesson Pharmaceutical Solutions and ServicesSpeakerAmmie McAsey is the SVP of Distribution Operations for McKesson’s US Pharmaceutical Solutions and Services division. In this role, Ammie is responsible for leading the distribution strategy across the United States for

brand, generic and specialty pharmaceuticals. Ammie’s responsibilities include oversight of 35+ distribution loca-tions, 6+ central fill pharmacies, transportation services, network design and the operational excellence.Previously, Ammie was the Vice President General Manager of the Strategic Distribution Centers that are comprised of the National Redistribution Center (NRDC) in Olive Branch, MS: Memphis Strategic Center (MSC) in Memphis, TN and Strategic Redistribution Center (SRC) in Aurora, CO. In this role, Ammie was responsible for leading supply chain synergies with our national buying center, vendors, forward distribution centers and customers. Previously Ammie held the position of Vice President Distribution Operations (VPDO) for the North Central Region. In this role, Ammie collaborated across functions to deliver operational excellence, talent development and financial performance for seven distribution centers.Ammie joined McKesson in 2007 as the Distribution Center Manager for the Carol Stream, IL location and was quickly tasked with preparing the team to flawlessly execute the relocation of the distribution center to its current location in Aurora, IL. The first order was shipped from Chicagoland in June 2009 and the efficiencies of a fully automated distribution center were realized in the first six months of operation. Under Ammie’s leadership the Chicago-land DC moved from last place on the FY11 operations scorecard to first place earning the Chicagoland DC the Most Improved and First Place large Distribution Center of the year. Ammie was recognized for this achievement by winning the Distribution Center Manager of the Year award in FY11.

Morris MorrisonAuthor, Motivational Speaker Keynote Speaker Morris Morrison attained his Bachelors Degree in Psychol-ogy and a Masters Degree in HR/Labor Relations, before navigating the ranks of several fortune 500 organizations, including BB&T Bank and Pfizer, Inc. With a business background in Human Resources, Sales and Entrepreneur-ship, Morris Morrison has a rare mix of creative talent and business acumen that fuels his desire to help people grow and inspire teams and families to stay focused. Today, as CEO of Morrison Global Brands, and President of The Morris Morrison Foundation, many organizations such as Microsoft, GE and The National Basketball Association have witnessed Morris Morrison’s energy live on stage and in his latest book, OVERNIGHT SUCCESS: An Inspiring Story About Culture, Results & The American Dream. His unforgettable message sounds like a Hollywood script, as Morris Morrison uncovers the connection between culture, Netflix, and the #1 topic dominating every-one’s mind today - how to get what we want... faster. Inspired by his faith in God, family and building healthier communities, Morris Morrison is known for celebrating his biggest accomplishments off stage - as Lisa’s Husband and Dori’s Dad. Morris has also served as a board member for several organizations including Big Brothers & Big Sisters, Fellowship of Christian Athletes, The National Speakers Association - Carolinas and many others. He is currently on the West Virginia University Alumni Board of

Directors and he is the Chairman of the YMCA Board of Directors for the Lowes Y in the Greater Charlotte YMCA Association.

Sandy NelsonExecutive Director WW, Customer Fulfillment, LenovoSpeakerExecutive Director- WW DCG Customer FulfillmentAs the Executive Director of the Worldwide DCG Supply Chain, Sandy Nelson’s primary responsibility, is to serve as the liaison between the geo sales leaders and the DCG supply chain. Her teams are responsible for order entry, backlog management, ship commits, and back-end post delivery issues. The team handles customer fulfillment for all routes and segments. She leads her team by example and with enthusiasm, on always putting our customers first.Sandy obtained her Bachelor of Science in Business from the University of North Carolina at Chapel Hill. She has been with Lenovo and IBM for a combined 19 years, and almost all of that time has been in the various functions of the supply chain. She enjoys skiing, running, and cook-ing, and makes her home in Hillsborough, North Carolina.

Matt ParrySenior VP of Logistics, Werner EnterprisesSpeakerMatt Parry is the senior vice president of Werner Logistics, a key component of the company’s portfolio of transportation services solutions. Parry is responsible for all of Werner Enterprises’ fully developed intermodal, brokerage, freight management and global portfolio ser-vice offerings, operating in over 150 countries. He began his career at Werner in 1999 as the director of Operations for Dedicated Services. During his 14 years at Werner En-terprises, he has held leadership roles in both Operations and Sales within Dedicated, Temperature-Controlled, Intermodal and Werner Logistics. Prior to joining Werner, Parry spent nearly 10 years working in a variety of roles for Schneider National. Parry holds a Business Manage-ment degree from Indiana University-Purdue University in Indianapolis. He and his wife, Andra, live in Omaha, Nebraska, with their three sons.

Terrance (Terry) Pohlen, PhD, Professor of Logistics and Sr. Assoc. Dean, College of Business, University of North Texas.Speaker He was the founding Director of the Jim McNatt Institute for Logistics Research and served for twelve years as the Director of the Center for Logistics Education and Research at UNT. Dr. Pohlen retired from the United States Air Force as Lieutenant Colonel with 20 years of experience in logistics. D CEO Magazine identified him as one of the 500 most influential business people in Dallas-Fort Worth in 2015.Prior to joining UNT, he has served on the graduate faculty at the Air Force Institute of Technology, as an adjunct faculty member at The Ohio State University, and was on the faculty at the University

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of North Florida. Dr. Pohlen received an MABA and a PhD in Business from The Ohio State University, an MS in Logistics from the Air Force Institute of Technology, and a BS in Marketing from Moorhead State University.His research focuses on the interrelationship between the economy and the transportation system, and the costing and financial management of logistics and supply chain management. Dr. Pohlen is currently working on several freight related projects for the Texas Department of Transportation. He is the lead author of CSCMP’s The Handbook of Supply Chain Costing. His research has been published in the Journal of Business Logistics, Internation-al Journal of Logistics Management, International Journal of Physical Distribution and Logistics Management, and the Transportation Journal.

Stephen J. RogersVice President, Blockchain Initiatives for Supply Chain IBM Industry PlatformsSpeakerSteve has been at IBM for 37 years. He joined IBM in Charlotte, NC in 1981 as an Industrial Engineer after receiving a BSIE degree from the Georgia Institute of Technology. He spent the first five years in various pro-duction engineering and planning roles for IBM printing and banking products. In 1986 he joined finance after re-ceiving an MBA from the Babcock School at Wake Forest. He held various financial management positions including the Manager of Financial Analysis for IBM’s Personal Computer Division. He was the Division Controller for the PC business for both the Americas - headquartered in Raleigh, NC and Europe, ME, & Africa - headquartered in Paris, France. Later he became the Server Group Con-troller for Manufacturing where he had responsibility for all IBM’s server manufacturing locations worldwide and had a seat on IBM’s Corporate Manufacturing Operations Board in Somers, NY. He then became worldwide VP of Finance and Operations for IBM’s System X Server division in Raleigh, NC. In January of 2002 Steve joined the newly formed IBM Integrated Supply Chain organization as the Director of Supply Chain for the Retail Store Solutions business. In August of 2003 Steve returned to Somers to take on the role of VP for Demand/Supply and Inventory Planning for all IBM hardware brands. In June of 2006 Steve transferred to the role of ISC VP and Brand Advocate for System X and Storage where he was responsible for the end to end supply chain execution for two separate multi-billion dollar brands. In August of 2008 he took on the newly created role of Supply Chain VP for Software, Services and Solutions which was later restructured to Solutions, Acquisitions and Divestitures in April of 2011. In July of 2013 he became VP of Supply Chain Transformation with responsibility for Manufacturing, Planning, Procure-ment, Logistics, and Asset Management. In February of 2017 he became the VP of Blockchain Initiatives for Supply Chain in IBM’s Platform Services Organization.Steve has served on the Advisory Board of the Georgia Tech School of Industrial and Systems Engineering. He currently resides in Raleigh, NC with his wife of 32 years and has three sons.

Mary RollmanPrincipal KPMGSpeakerMary Rollman is a Principal in the Deal Advisory and Corporate Strategy organization at KPMG. Mary has a focus on Operations Strategy working with clients to define strategy, design operating models and prepare the organization to execute. Prior to KPMG, Mary was a Senior Functional Managing Director at Accenture where she led the Supply Chain Strategy organization for North America from 2015-2018. In addition to the fifteen years that Mary spent in consulting, she also has eight years of industry experience. From 2012-2015, Mary was a Director in the Global Supply Chain organization at Amgen. Am-gen is a Biotechnology company. In the role, Mary was responsible for M&A work for the Technical Operations organization, she led the Global Operational Excellence team and led several major initiatives related to the AFP (Amgen Full Potential) initiative sponsored by the CEO of the organization. Prior to joining Accenture in 2000, Mary worked for ConAgra Foods as part of the Supply Chain organization.Mary has a BA in Marketing and Communica-tions from Briar Cliff University and is currently a Lean Six Sigma Green Belt. She is based in Boston, Massachusetts.

Alex Rosen SVP, Chainyard Blockchain Consulting Services Speaker Chainyard™ is a leader in applying blockchain technology in the enterprise. We deliver production solutions that address financial services, supply chain, transportation, government, and healthcare pain points. Our team brings years of experience in building, testing, securing, and operating complex distributed systems to help early adopters of blockchain technology succeed. We work with multiple blockchain technologies but have a particu-lar emphasis on Hyperledger Fabric and its ecosystem.

John RosenbergerProduct/Program Management, The Raymond CorporationSpeaker

David SchwebelVP of Business Development and Market Intelligence, Swisslog LogisticsSpeakerWith more than 18 years of successful experience as a supply chain executive, David Schwebel leads the Swisslog North America business development teams in their efforts to educate the evolving marketplace in robotized automation and mechanized fulfilment. He collaborates with global and national companies and sup-ports their development of strategic initiatives. He works closely with other worldwide Swisslog department heads to deliver the outstanding results that Swisslog clients have come to expect over the more than 100-year history of the company. Recently, David became the chairman of the Solutions Community within the Material Handling Industry, a trade association for the Material Handling and Supply Chain Industry. Previously, His role as Managing

Executive within MHI was in development of a strategic platform for their membership, support their Product and Solution Groups and the expansion of the Industry Groups program. He is an Industrial Engineering graduate from North Carolina State University, with a Masters in Integrated Manufacturing Systems Engineering, and an ASQ Certified Six Sigma Lean Black Belt. During 2014 he accomplished business process redesign & improve-ment consults with Automated Warehouse Companies (ASRS, Robotic Palletizing Systems), packaging supplier companies (PET Preforms & Blow Molding), service ori-ented companies (Supply Chain Information Technology Integrators) and many Craft Beer Breweries (network lo-gistics, SKU optimization, strategy management). He was, until January 2014, the Director of Strategy and Supply Chain Process Design at Coca-Cola Bottling Co. Born on July 6, 1977 on Long Island, New York, David grew up in Charlotte, North Carolina. He resides there with his wife, Michelle, and their two boys, Joseph and Alexander.

Chris SomervilleIT Program Manager, Fed EXSpeaker

Todd Steffen Managing Director Supply Chain and Logistics Consulting, Colliers International SpeakerTodd teams with Colliers International industrial brokers to provide supply chain consulting services ranging from strategic capability assessments and development to operational guidance on inventory management, trans-portation, procurement, and omni-channel distribution network optimization. Prior to joining Colliers, Todd was the senior vice pres-ident of supply chain transformation at Newell Brands, where he focused on distribution and transportation optimization as well as optimal network design across a $15 billion portfolio of more than 130 brands. Before Newell Brands, Todd spent 15 years at Walgreens Boots Alliance, most recently as the Group Vice President of Supply Chain Strategy and Retail Transformation. Previ-ous roles included Group Vice President of global inven-tory and transportation, head of corporate supply chain functions, and leader of the logistics and distribution engineering and technology group. Todd worked with the team at Walgreens to build a world-class distribution network to support a six-fold growth in store count over a 10-year period. Todd also worked in the Management Consulting Practice at Cap Gemini and Ernst & Young for eight years prior to joining Walgreens Boots Alliance where he deployed pro-cess and technology optimization solutions for leading global retail and consumer packaged goods companies.


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Tim Taylor Senior Vice President & Chief Supply Chain Officer, JockeySpeakerTim joined Jockey in 2014 as Managing Director of Global Sourcing and Asia Operations. In August of 2017 he was promoted to Senior Vice President and Chief Supply Chain Officer. Tim is responsible for Jockey’s end-to-end supply chain operations where he oversees Global Sourcing and Production, Corporate Planning, Product and Material Development, Technical Design Services and Distribution.Prior to joining Jockey, Tim worked as a Managing Director of Quiksilver Asia Sourcing (based in Hong Kong), where he was responsible for Global Product Development and Production, Materials, R&D, Technical, and Quality needs for the Quiksilver, DC and Roxy brands.Tim has a Bachelor’s degree from Monash University (Australia), a MBA from the Melbourne Business School (Melbourne University) and APICS certification in Produc-tion and Inventory Management. Tim’s favorite part about working for Jockey is being able to work “for an iconic global brand that makes great products, has a rich history, and is committed to its employees and consumers.”

Robert TuckerAuthor, Motivational SpeakerKeynote SpeakerRobert B. Tucker is an American author, consultant, and professional speaker specializing on the topics of inno-vation and growth. Tucker is the author of seven books and numerous articles on innovation, and is the founder and president of The Innovation Resource, an interna-tional consulting firm based in Santa Barbara, California.[1] Tucker has advised senior leaders in organizations like American Express, IBM, General Electric and the Singapore Economic Development Board.[2]

John UppermanVP Procurement, Thermo Fisher ScientificSpeakerResults-driven executive with 17 years of in-depth experience driving profitable top line growth for Fortune 500 technology companies. Multi-faceted experience driving strategic initiatives in the areas of Supply Chain improvement, demand planning, pricing, and product management in a fast moving, technology industry. Proven leadership ability at the executive level with hands-on experience leading international teams as well as 14 years of military leadership experience. Specialties: Mergers & Acquisitions, Marketing Operations, Logistics, supply chain, Practical leadership skills, Demand & Supply Planning, Strategic planning, Business operations analysis.

Renée A. Ure VP, Global Supply Chain Lenovo SpeakerLeads a global organization responsible for Planning, Procurement, Fulfillment, Operations, Manufacturing, Lo-gistics, and Engineering for Data Center Group.She joined IBM in Poughkeepsie, New York in 1985. She has more than 25 years of senior leadership experience. Her manage-ment expertise expands to the full range of operational functions combined with her almost a decade in pre and post-sales operations. She has held executive supply chain roles in hardware, services, software, and solutions. In 2013 she was identified as instrumental to drive the integration of pre and post-sales execution operations for IBM, leading an organization that handles over $80 billion of revenue for the corporation. In 2017, she joined Lenovo where she has been focused on driving the digital transformation for supply chain while strengthening the organization with new skills and vitality.Renée joined the Distribution Business Management (DBM) as an education member in 2014 and most recently in 2017 was appointed to the board. DBM is an organization which provides think tank forums between business and academia who seek solutions to the pressing issues facing today and tomorrows supply chain and logistics executives.Renée holds a Bachelor of Science degree from Babson College in Wellesley, Massachusetts, with a concentration in finance and investments. She is married, has two sons and lives in Morrisville, North Carolina.

John WainwrightPresident – Leggett & Platt Global ServicesSpeakerJohn has been involved in multiple facets of international trade since 1992. Prior to joining Leggett & Platt, he was a member of an international trade consultancy located in Washington, D.C. He has also served as a manager for two different customhouse brokerages during his career. He joined Leggett in 2003 to organize and lead Leggett & Platt’s centralized trade compliance. Since then his group’s responsibilities have grown to encompass the management of multiple facets of the Corporation’s in-ternational supply chain processes.In 2014 he was named President of Leggett’s entire Global Services group, and is now responsible for overseeing the group’s supply chain management teams in China, Europe, Mexico Vietnam and various other locations globally - as well as continuing to manage their group’s head supply chain processing team in Chicago. He is both an international trade attorney licensed to practice before the U.S. Court of International Trade, as well as a licensed U.S. Customhouse Broker. His academic credentials include a B.A. in Economics from DePauw University as well as a J.D. from John Marshall Law School. Leggett & Platt®, which pioneered sleep technology when it introduced its bedspring 135 years

ago, is an S&P 500 diversified manufacturer. Serving a broad suite of customers that comprise a “Who’s Who” of U.S. companies, Leggett & Platt conceives, designs, and produces a diverse array of products that can be found in most homes, offices, and vehicles. Founded in 1883, the company is made up of 14 business units, 22,000 employee-partners, and 120 facilities in 18 countries. Leggett & Platt continues to infuse its products with its trademark innovation, helping customers enjoy more comfortable lives.

Willis WeirichSenior Vice President Supply Chain and Operations, Neiman Marcus GroupSpeakerWillis leads a team responsible for supporting the various brands within the organization’s portfolio. Willis Joined Neiman Marcus Group in March 2016 as Vice President of Logistics and was appointed Senior Vice President in August 2017. His scope includes store operations, loss prevention, fulfillment, distribution and global logistics. Willis works in concert with the executive team to execute NMG’s strategic plan to create more meaningful customer experiences that drive growth and profitability. Prior to joining Neiman Marcus Group, Willis worked for Target Corporation, where he directed both internation-al and domestic logistics across multiple distribution networks. Willis has held additional roles in supply chain finance and operations during his career at Target and Airgas Inc.

Harry ZiffVice President of Corporate Logistics, East Penn ManufacturingSpeaker Harry is the VP of Corporate Logistics for East Penn, a $3B manufacturer of automotive batteries and other energy storage solutions, where he oversees finished goods planning & inventory management, distribution and transportation across 6 North American Distribution and Finishing Centers. He has 30 years’ experience in manufacturing and distribution, holding key supply chain positions at Campbell’s, CertainTeed, OfficeMax, and McMaster-Carr. Previous responsibilities include demand, supply and network planning; order-to-cash optimiza-tion; Lean/Six Sigma/Continuous Improvement; new product commercialization; and learning & organizational development.He is an adjunct professor of supply chain and serves on the Advisory Boards for Kutztown University’s College of Business, Lehigh University’s Center for Supply Chain Research and the Council of Supply Chain Management Professionals (Philadelphia Chapter).Harry earned his bachelor’s degree from Haverford College and his MBA from Penn State University.

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proFILes oF exceLLence

Yusen President’s Message – A commitment to Expanded CSR

“As a global company providing logistics services in 45 countries and regions, Yusen Logistics needs to better understand the diversifying corporate social responsibility and contribute to sustainable growth for business and communities. To help us do this, in 2017 we have defined the Vision, Mis-sion and Values, and used this to map out the Long-Term Vision, “TRANSFORM 2025.” The commitment to this Long-Term Vision will contribute to the success of stakehold-ers, communities as a whole, and Yusen Logistics‘ sustainable growth.

Yusen understands that companies today are required to go a step further than com-pliance, that they are members of society and must therefore give due consideration to social ethics, human rights, the global envi-ronment and local communities. Embracing this goal, the Yusen Logistics Company with the NYK Group is tackling its corporate social responsibility sincerely, determined to meet the expectations of shareholders while aiming to achieve sustainable development.

Yusen Corporate Social Responsibility

Yusen Logistics has established a “Code of Conduct” to which officers and employees of the group must comply in performing the day to day business activities. To achieve this the company supports social contri-bution initiatives such as environmental conservation, disaster support, welfare, and cultural support.

In order to maintain being the “Trust-worthy” logistics service provider to the worldwide customers, Yusen Logistics be-lieves that establishment and maintenance of a group compliance system is one of the highest priorities.

Unlike a product manufacturer or a carrier who operates ships and aircrafts, we are the company that is based on the day to day

The NYK GroupThe NYK Group provides services in global

logistics, bulk shipping, and real estate. NYK Group Values represent the NYK DNA in-herited by 130 years history. The NYK Group Values of Integrity, Innovation and Intensity are aligned with gemba and society through behavior and to show the ways to achieve the “NYK Group Mission Statement.”

The NYK Group aims to have integrated management that simultaneously focuses on maximizing the group benefits with those of society. It considers both the company’s relationships and key issues of sustainability such as the environment, society and gov-ernance (ESG). For the purpose of meeting the expectations of society, NYK established a Corporate Social Responsibility (CSR) Division at NYK’s headquarters and appoint-ed CSR Task Force members in each NYK company headquarters.

The NYK Group has been selected for in-clusion in SRI/ESG indexes provided by sev-eral index providers and other institutions as a group of companies that actively promote CSR and ESG activities. (See specific indexes listed in the NYK Website WWW.NYK.com/english/CSR)

Yusen Logistics – An NYK Group Company

Yusen Logistics offers a suite of supply chain solutions that support business in developing a competitive advance through improving the flow and management of product. Yusen Logistics as an NYK Group Company has always brought forward resources and a global team to help people in need throughout the world. The founda-tion of the business consists of services such as International Freight Forwarding, Contract Logistics, and Transportation. Yusen Logis-tics, with over 24,000 employees, has a net-work spanning 333 cities in over 45 countries linking Japan, the Americas, Europe, East Asia and South Asiaand Oceania, and operates more than 550 distribution centers.

Yusen Logistics Americas- NYK Group Earns the 2019 DBMA Circle of Excellence Award By Omar Keith Helferich, Ph.D.

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activities of the employees. We under-stand that the most important assets are the employees, and their knowledge and experience.

In order to maintain this trust and ensure the employees can act to the best of their abilities, the group’s officers and employees act in accordance within all local and international laws, and under-stand the significance and importance of compliance in the daily activities.

We believe that compliance to this “Code of Conduct” is the first step of providing superior service and obtaining the trust of the customers.• Yusen continues to reduce its carbon

footprint including ISO 14001 certifica-tion for warehouses and offices.

• Yusen is reducing environmental loads by using resources efficiently, saving

energy and reducing waste including use of large-scale solar power and LED lighting for warehouse operations.

• Yusen has a publicly-available system to provide CO2 emission amount expelled during their door to door transportation services.

• Yusen uses closed loop environment and Green Policy programs globally to reduce land fill loads by further pro-cessing and materials reuse.

• Yusen environmental conservation activities include forest conservation in Nagano Prefecture, Japan and tree planting in the Philippines.

• In support of the Tohoku earthquake Yusen coordinated collection of sup-plies, trucking, air cargo and delivery with support in Japan.

• Yusen and NYK employees were instru-mental in providing clothing, and fund raising to support families impacted by the Tohoku earthquake and Tsunami.

• Yusen coordinated efforts to help those in need after the devasting Houston hurricane and unprecedented floods.

• Yusen is working with the Big Lots Foundation to focus on some of the most pressing issues facing the com-munities- hunger, housing, healthcare, and education.

Future CSR CommitmentThe Yusen CEO statement ensures the

future CSR commitment. “This will be a game-changer for us and the nonprofit partners- allowing us to have a much greater impact over time. n

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Challenges to a Successful Revolution

Any revolution requires an as-sessment of the obstacles to it. The biggest, according to the research, is organizational dysfunction. Manag-ers stated that limitations in culture, talent, and organizational structure are the greatest impediments to trans-formation. Added to this is a lack of understanding of the business case for new tools and technologies.

Participants also noted difficulty in aligning technology with business strategy. Only 22 percent of partici-pants stated that digital initiatives are a core part of firm strategy. Why does this alignment matter? The study of-fers an interesting perspective on this

YOU SAY YOU WANT A (TRANSPORTATION) REVOLUTION continued from page 18

question. Being classified as a “lead-er” in transforming the supply chain through digitization was most often associated with customer service-ori-ented companies. Conversely, “lag-gards” in digital transformation tended to focus on cost reduction.

A Permanent Transportation Revolution

Only two percent of companies par-ticipating in the annual study reported that they didn’t need to do anything differently as they were meeting or exceeding their performance goals. For the other 98 percent of companies, therefore, maximizing profitability means profound change must happen, especially in two areas: response to

business changes, and improving cus-tomer engagement.

After 2018, it became clear that a gradual evolution of transportation will not get companies where they want to go. Shorter and shorter order fulfillment cycles coupled with declining product life cycles, driver shortages, ever-in-creasing infrastructure needs, and grow-ing highway congestion will continue to significantly affect transportation. Only a permanent transportation revolution will enable companies to successfully handle what lies ahead. n

Mary C. Holcomb is the Gerald T. Niedert Pro-fessor of Supply Chain Management, Depart-ment of Supply Chain Management, Haslam College of Business at the University of Tennessee, Knoxville.

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Tailored Brands was chosen for this award because of its sustainable supply chain management strategies and for its commitment to social responsibility, and environmental stewardship.

Tailored Brands’ pursuit of growth through leadership in environmental, socially responsible, and ethical business practices reflects the broader set of commitments typical of companies who receive the Circle of Excellence Award that strive to improve their social, environmental and eco-nomic praxes.

In recognition and appreciation of their profound and sustained commitment to sustainable supply chain man-agement strategies and for its commitment to social responsibility, and environmental stewardship the Distribu-tion Business Management Association was proud to honor Tailored Brands with the 2018 Circle of Excellence Award.

Each year, a panel of DBMA experts and academics takes stock of America’s major corporations and their demonstrated performance in conducting environmental-ly responsible business. The mission is to recognize past,

present and future conscientiousness that ensures sustain-ability through investment in business tools, technology and management commitment. n

The Distribution Business Man-agement Association is honored to present the Distinguished Service Award to Thomas Frese, Senior VP, Solera. Tom’s decades of experience have made him a leader in his field. For his ambi-tious and creative work within supply chain, we recognize Tom and place him among his peers of

winners of the annual Distinguished Service Award.

Distribution Business Management Association presents the Distinguished Service Award each year to a person who has made an outstanding service contribution to the supply chain profession. The award recognizes service in the areas of supply chain management, professional societies, pub-

lications or conferences, and leadership that has a major impact on the advancement of supply chain as a discipline and career.

Dr. Thomas Frese’s professional career has been marked by focus on world class operational projects, managing large operating budgets and getting the best out of people. Tom is the Senior Vice President of Fleet, Global Account Manage-ment, and Consulting Services at Solera, Inc. Prior to his role at Solera, Tom served for 3 years as SVP of Fleet, Procure-ment, and PMO at the Hertz Corporation, and 13 years as a partner with McKinsey & Company, where he served clients in the Travel, Transport, and Logistics industries with func-tional emphasis on operations transformation.

Tom received a Ph.D. in Electrical Engineering from Purdue University in 2001, and a Dipl.-Ing. Degree from Ruhr-Univer-sitaet Bochum, Germany, in 1996. n

Thomas Frese Earns DBM’s 2019 Distinguished Service Award

Jamie Bragg, EVP & Chief Supply Chain Officer, (center) and the Tailored Brands Team accepts the 2018 Circle of Excellence Award

Tailored Brands Honored with 2018 Circle of Excellence Award

Demand uncertainty can have propagat-ing, detrimental effects in a supply chain if improperly managed. These effects include cost pressures due to a supply-de-mand imbalance, either through inventory holding, production, and distribution costs of overly optimistic demand expectations, or the opportunity costs of stock-outs and customer attrition due to supply shortages. Further, demand uncertainty may lead to poor pricing strategies and myriad other ways of leaving money on the table.

The promise of big data allows compa-nies to leverage information to minimize this uncertainty. Harnessing this capability, however, requires investing in an infor-mation infrastructure — data access and engineering, IT systems, and quantitative talent. At the same time, consumer trends are putting pressure on supply chains to cut costs and become more agile. This combination forces firms to consider how to best allocate resources to adapt to this economic environment.

The research described in this article addresses this fundamental question: In order to better manage demand uncertain-ty, should firms invest in (a) better data/information processing, or (b) more agile products and supply chains that can more quickly respond to changing demand?

Solving this problem involves determin-ing the value and cost of each, through the following steps:

1. Identify and model sources of uncertainty.

2. Generate (near) optimal company policy for day-to-day decisions.

3. Determine the value of better information processing.

4. Determine the value of more agile systems.

5. Quantify the effects of managerial decisions using Monte Carlo methods.

Step 1: Sources of Uncertainty — The first that we consider is the evolution of the macroeconomy (including the competitive environment), the dynamics of which the firm cannot control. We call this the modu-lation process, because of how it modulates the demand information the firm receives.

As the macroeconomy evolves, it gen-erates product demand and a variety of other data, e.g. financial markets, consumer sentiment, housing starts, etc. We call these other data All-Other-Data (AOD). Demand and AOD may reflect the quantity and quality of the firm’s access to relevant data, the level of quantitative talent within or accessible to the firm, the quality of IT systems, or any combination of these factors. We assume that the firm does not know the true state of the economy at any given point, but must generate an impres-sion of it over time using the available data.

The second source of demand uncertain-ty is product-specific demand variability. This amounts to uncertainty inherent to the nature of the firm’s product and is modeled via the conditional demand process. The third source of uncertainty is due to the AOD process, and variability of information quality. Poor data leads to uncertainty — or worse, false certainty — as to the true state of the economy. Step 2: Generate Optimal Policy — A policy consists of rules governing the ac-tions a firm will take in each possible state of the system. Determining an optimal policy is important because it defines how the firm will turn information into action. In our research, we consider an inventory management setting, in which the firm’s day-to-day decisions consist of making ordering or production choices in order to fulfill uncertain future demand.Step 3: Value of Information — In order to monetize demand and AOD, we use infor-

mation theory to understand how data is generated. We assume that the “true” eco-nomic environment generates an input sig-nal that passes through a so-called “noisy channel” representing corruptions of the data in the system, e.g. imperfect measure-ments, information loss, errors in demand forecasts, etc. The output of this channel is the demand data and AOD observed by the firm. Intuitively, a better channel would corrupt the true economic signal less, and generate better system performance for the firm. This intuition is correct so long as more accurate and/or numerous data and demand forecasts are coupled with high quality decision making. This high-lights the importance of generating good corporate policy. Our research proved that optimal policies always, and good policies typically, require higher quality informa-tion and generate higher quality decisions leading to better system performance. Bad policies may use higher quality information to produce worse decisions, because the mechanism for turning information into action is flawed.Step 4: Value of Agility — We assume that there is a time lag (the lead-time) between when production decisions are made and when the resulting product becomes avail-able for purchase. We say system A is more agile than system B if and only if the lead-time for A is less than B. Instead of trying to forecast uncertain demand, agile supply chains observe sharply and react quickly to changing demand. Constructing a more agile supply chain might involve redesign-ing the chain itself, e.g. location and size of facilities. Another way to make a supply chain more agile would be to redesign the product. One such approach, postpone-ment, involves designing and manufactur-ing products so they can be differentiated late in the supply chain. This strategy works best when the product is modular. Step 5: Numerical Analysis — In this final step, we quantify the effects of managerial decisions — different potential scenari-os resulting from investment in a supply chain/product redesign or information infrastructure — using repeated random sampling of the system outlined in Step 2. We consider a simple model of the macroeconomy with three states corre-sponding to slow, normal, or fast growth. This assumes a base stock policy, in which the order-up-to level is dependent on the

The Value of Information & Supply Chain Agility for Managing Demand Uncertainty

IndusTry arTIcLe

By R. Reid Bishop and Chelsea C. White III

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decision-maker’s belief distribution over the states of the economy. This belief distribution represents the learning process that decision-maker undergoes while pro-cessing AOD and demand data. We show that this policy is optimal under so-called attainability conditions, and nearly optimal under occasional violations, with respect to expected total discounted costs. The results of this numerical analysis indicate:

• Perfect signals of the state of the econo-my generated up to a 5 percent decrease in discounted costs, and a 6 percent decrease in the standard deviation of costs, relative to 60 percent-perfect AOD information.

• Reducing lead-time from 5 to 4 deci-sion epochs (a constant unit of time) generated at least a 17 percent decrease

in discounted costs and a 22 percent de-crease in the standard deviation of costs. Reducing lead-time from 2 epochs to 1 epoch generated at least a 36 percent decrease in discounted costs and a 45.6 percent decrease in the standard devia-tion of costs.

The value of information and the value of agility both manifest in the reduction of costs and variance. Thus, both strategies are effective at minimizing costs and reducing risk, given good policies. However, the scale of effects is clearly much larger for reducing lead-times. The reason for this is that im-proving system agility also improves demand forecasts by reducing the forecast horizon. Return on Investment — How should capital be allocated to manage demand uncertainty? Our analysis indicates that

improving system agility clearly has a greater impact than improving AOD quality. However, improving the quality of AOD might be inexpensive and quickly accom-plished, while also reducing costs and risk. By comparison, increasing the system’s agility might be a major, time consuming, and expensive undertaking, assuming it’s even given a firm’s finances, technology, and personnel. Determining whether it would be best to invest in better demand forecasting, in more agile product and supply chain design, or to take a hybrid approach, would require careful analysis of each unique situation. n

R. Reid Bishop is a professor at the Georgia Institute of Technology’s H. Milton Stewart School of Industrial & Systems Engineering. You can contact him at [email protected].

In appreciation of the University of Tennessee’s Global Supply Chain Institute / Haslam College of Business, Bruce K. Behn, Associate Dean for Graduate and Executive Education, along with the Distribution Business Management Association, Amy Thorn, Executive Director, for co-awarding the 2019 Certificate of Advanced Education and continuing education credits.

Certificate of Advanced Education

ROA is the percentage of profits de-rived from a company’s total assets; in other words, ROA tells you how much profit a company generated for each dol-lar in assets. The higher the percentage of ROA, the better the organization is at using their invested capital, or assets, to turn a profit. For example, if two com-panies independently invest $100,000 in equipment for a project and one company produces $10,000 in profit and another produces $15,000, the second company has a greater ROA.

Second, we took a look at sales growth, which is related to profitability. Sales growth is usually expressed as the per-centage of increased sales from one year to the next. For example, if we surveyed an organization in 2000, Year 1 was calcu-lated by subtracting the sales from 1999 from the current sales year, 2000. To get the percentage, we divided the differ-ence by 1999 sales.

Finally, we looked at market-to-book ratio. MtB seeks to show the value of a company by comparing the book value of a share to the market value of a share. For example, assume an organization has $100 million in assets on the balance sheet and $75 million in liabilities. The book value of that organization is $25 million. (Assets - Liabilities = Book Value). If there are 10 million shares outstand-ing, each share would represent $2.50 of book value. If each share sells on the market at $5 (market value), then the MtB would be 2 (because 5/2.5 = 2). Essen-tially, the market value is the investment community’s expectations of the worth of the company.

We predicted that the companies with the higher scores in the DOCS culture traits of Mission, Consistency, Adapt-ability and Involvement would also have better ROA, sales growth, and MtB ratios

Many executives, managers, employ-ees and experts intuitively recognize the importance of an organization’s culture for the health of the organization. How-ever, prior to 1984, there was no hard ev-idence to prove the correlation between organizational culture and financial performance. For more than 25 years, I have conducted research to prove the existence of this link. What follows is a precis of the latest compelling evi-dence linking organizational culture to financial performance metrics, such as return-on-assets (ROA), sales growth and market-to-book ratio (MtB), illustrating that a strong and effective organiza-tional culture can give an organization a competitive advantage.

We used the data collected from 127 public companies that completed the Denison Organizational Culture Survey (DOCS). This research shows a signifi-cant relationship between culture and financial performance. Companies with higher positive culture scores also have better financial results.

Research MethodTo examine the relationship between

culture and performance, we looked at a sample of public companies surveyed from 1995 to 2010. Organizations were removed if there were fewer than 100 respondents, and if they were a subdi-vision of a public company. The result was a sample of 127 companies in a wide variety of industries incorporated primar-ily in the U.S., though further study has shown broadly similar results, irrespec-tive of country.

Measuring PerformanceWe chose three financial measure-

ments to examine: return-on-assets, sales growth and market-to-book ratio.

Today’s Culture Is Tomorrow’s Performance

IndusTry arTIcLe

By Daniel Denison

than those with lower scores.To test our hypothesis, we compared

the our data to publicly available finan-cial performance data from Standard & Poor’s COMPUSTAT database.

The ResultsOur analyses produced some exciting

findings. In the year of the survey, those organizations with the lowest scores for Mission, Consistency, Involvement and Adaptability earn $1,200 for every $100,000 spent on assets, while those in the top 25 percent earned $3,500. This profitability is also related to how fast these companies are growing. The sales growth of the top quartile was 24.8 percent versus the bottom at 7.5 percent. Turning to the MtB ratio, the market prices organizations with the higher cul-ture scores at 400 percent of book value versus 250 percent for organizations in the bottom 25 percent.

The evidence indicates that the compa-nies with higher culture scores performed better in the year of the survey. But this study also allowed us to take a look at the longitudinal data, and those results indicate that high scoring organizations also perform better long-term. The bot-tom and top 25 percent of organizations rank in their industry over a three-year period for each of the three performance measures.

ConclusionThe results indicate that culture has not

only a short-term impact on performance, but lasting effects as a competitive edge. Stated more simply, today’s culture affects tomorrow’s performance. And in a world where a great many things are beyond anyone’s ability to predict, let alone control, culture is a something you can observe and shape to improve business performance. n

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For the past two decades, Tom Goldsby has enriched the DBM Journal with his brilliant articles, played a key role in making conferences substantive and meaningful, and has distin-guished himself as one of the founding mem-bers of Supply Chain Leaders In Action.

We are grateful for everything he has done and look forward to greater things in the future. As the Executive Director of the DBM Asso-ciation, I have the unique privilege of naming Professor Thomas J. Goldsby, Ph.D., the winner of the SCLA Lifetime Achievement Award.

Tom has too many accomplishments to men-tion so I will include here only his greatest hits.

Tom is the Harry T. Mangurian Jr. Foundation Professor in Business, Professor of Logistics, and Chair of the Department of Marketing and Logistics at The Ohio State University’s Fisher College of Business.

Tom is the co-editor-in chief of the Journal of Business Logistics and former co-editor-in-chief of Transportation Journal. He serves as the associate director of the Center for Operational Excellence, a research fellow of the National Center for the Middle Market, and a research associate of the Global Supply Chain Forum, all housed at Ohio State’s Fisher College.

He is also a distinguished author of some of the most perceptive and foundational books on logistics and supply chain.

These are 2005’s “Lean Six Sigma Logistics: Strategic Development to Operational Suc-cess,” “Global Macrotrends and Their Impact on Supply Chain Management,” “Logistics Manage-ment: Enhancing Competitiveness and Cus-tomer Value,” “The Definitive Guide to Trans-portation,” and most recently, “The Design and Management of Sustainable Supply Chains.”

Not only is Tom one of the most productive researchers in logistics management, but he is also one of its most effective teachers. He has been recognized for excellence in teaching at Iowa State University, The Ohio State Univer-

sity, and the University of Kentucky. He also delivered a course on Business Operations for The Great Courses’ Critical Business Skills series in 2015, which continues to rate as a bestselling nonfiction/business title on Audible.com.

We aren’t alone in holding his judgment in high esteem: Tom is a member of the selection committees for the following industry awards: Gartner’s Top 25 Supply Chains, Logistics Quar-terly magazine’s Sustainability Study and Awards program, and the University of Kentucky’s Cor-porate Sustainability Awards.

Tom has supervised more than 100 Lean/Six Sigma supply chain projects with industry partners, chaired seven Ph.D. dissertations, and served as an investigator on five federally fund-ed research projects, with more than $3 million in grant proceeds.

In addition to his books, Tom is a prolific and celebrated article writer. His works have earned him the Best Paper Award at the Transportation Journal in 2012, the Bernard J. LaLonde Award at the Journal of Business Logistics in 2007, and he twice received the Accenture Award for best paper published in the International Journal of Logistics Management, in 1998 and 2002.

He earned his B.S. in business administration from the University of Evansville, his MBA from the University of Kentucky, and his doctorate in marketing and logistics from Michigan State University.

We at the Distribution Business Manage-ment Association are honored to inaugurate this award with such a worthy and deserving recipient.

And so it is with the utmost gratitude that we bestow the SCLA Lifetime Achievement Award on Tom Goldsby, as a small token of our appre-ciation for his 20 years of service, friendship, and his inimitable contributions to the Supply Chain Industry.

We thank you.

SCLA Lifetime Achievement Award Winner

LIFeTIme achIevemenT

By Amy Thorn

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grants live in the DR under deplorable conditions.

In the absence of national infrastructure for processing and treating water, the DR poor need local, scalable purification systems. Such systems, like those provided by Water@Work, must be affordable and sustainable. The Water@Work model is also replicable in other countries through-out the developing world.

Water@Work Business ModelThe goal is to bring transformational

health to rural DR communities. The critical mechanism for community trans-formation is implementation of water purification plants at strategic locations, plus delivery vehicles to provide a dis-tribution system. A hub-and-spoke dis-tribution mechanism ensures coverage across all rural areas of the DR. Water@Work estimates that 150 distribution water plants will be needed to reach the target population of 1,084 communities comprising 1.1 million persons who lack access to clean water, and often don’t have government documentation either.

Execution of the Water@Work model begins with construction of a water purification plant, owned by a local church, through which a profitable, sustainable water business can be estab-lished. This requires four elements: 1) A secure building, properly equipped to house the water processing equipment; 2) A water process capable of reliably producing clean, safe water, free of salt and minerals; 3) A robust delivery truck capable of carrying more than 100 bot-tles weighing a total of 4,300 pounds; and 4) Local leadership dedicated to the success of the water plant. Once a plant is built and donated to the local church, it begins to sell clean water through-out the area. The proceeds are used

It’s easy to think of humanitarian relief organizations and private industry as different realms with different goals. But, there is a growing awareness among relief organizations that the success of their supply chains depends on long-term partnerships with companies in private industry.

Private companies are also becoming aware that there is great value for them to participate in relief efforts locally and on a global scale—and not just in terms of meeting their corporate social-responsibility goals or being a good global citizen. The DBM Journal is shining the spotlight on one exam-ple brought forward by Omar Keith Helferich.

AbstractWater@Work Ministry is a 501(c)

(3) charitable nonprofit that provides potable water to thousands of Domini-can Republic poverty-level families, and has reaped many benefits from supply chain visibility and a general princi-ple of openness. Their model is based on in-country management, reliable technology, a sustainability, community development, local mentoring, and ac-countability at every level. Water@Work is using productive water technology to produce consistent, sustainable results that follow Global Reporting Initiative guidelines.

Business SituationIn January 2015, the World Economic

Forum released its annual Global Risks report, which placed access to potable water at the top of the risk list. The poor of the Dominican Republic (DR) live with a desperate, chronic shortage of safe water. In addition, it is estimated that 2 million or more Haitian immi-

The Humanitarian Supply Chain: The Value of Sustainability and Openness

reFerred arTIcLe

By Omar Keith Helferich and Daniel Blevins

to advance the broader organizational mission. All plants are further utilized to promote spin-off businesses based on clean water.

The Water@Work model includes certain features unique to “benevolent” initiatives in developing countries:1. All water plants are equipped to

produce clean safe water continuously and are certified by the Dominican Ministry of Public Health. The bottled water produced is a commodity of demonstrable value and is so recognized by the consumers.

2. The water is sold below market prices, often 30-50 percent below the established rate. This increases access to clean water by opening the market to more families.

3. The water sales provide a self-sustaining revenue source that ensures functional independence, system maintenance, technical operation, and long-term economic viability.

4. The water plant itself typically employs five people to run it and distribute the water. These five jobs are a net employment gain for the community. There is an ancillary economic stimulus that comes with opening a new business in the community.

5. Profits generated by the water business empower the church to reach further into their community and the area they serve, allowing them to address both physical and spiritual health and well-being.Water@Work established the Fun-

dacion Water Work R.D., an indepen-dent, nonprofit charitable organization chartered in the DR. The Fundacion staff is critical to ensuring program success in-country, with responsibility for Do-minican-based program management, including operations, maintenance, com-munity and pastoral support, evangelism empowerment programs, and construc-tion management.

The major components of the Water@Work model are presented in Exhibit 1. The model has been improved over several years of trial and evaluation. Ad-dressing such challenges as inefficient or substandard power, heavily contam-

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inated water, salt infiltration, govern-ment regulations, illiterate consumers, a changing political landscape, water test-ing requirements, and many others has led to a stable model for country-wide proliferation.

Strategically positioned Distribution Water Plants with distribution sites in large, denser areas, combined with truck service to more remote locations, real-ize the goal of enabling access to clean water throughout the DR.

Distribution Water Plant — This is the basic clean water production plant and distribution point, situated in a small-er city close enough to reach isolated regions by truck. The five-gallon bottles of clean water are delivered to individ-ual homes or can be picked up at the distribution point.

Satellite Distribution Centers — Most satellite communities will get their water directly from the delivery vehicle, eliminating the need to build anything. However, as the satellite community grows and the number of people receiv-ing water increases, a small distribution facility or retail store may be used.

Achieving Sustainable Performance through Program Visibility and Openness

Program sustainability is defined as a community water plant that can contin-ue operations for many years using only local income sources. The sustainability program must document how the re-sults are being achieved from the launch onward, through ongoing evaluation and an annual report from the in-country organization.

An essential element of Water@Work’s sustainability is recognizing the importance of visibility and openness, which requires knowledge of every facet of the supply chain for planning and action. This allows for fewer mistakes as well as improvements in production, costs, and service. Visibility data enables performance assessment and continual improvement of economic and service metrics. In addition, these insights can enhance connections with customers and potential donors.

The second element of Water@Work sustainability involves community reinvestment and associated benefits. Profits are used to support education,

and fresh water allows the founding of new businesses that make produces such as liquid soap, detergents, cleaning solvents, and juices.

A third element of sustainability is Fundacion. This successful local organi-zation functions as a co-op with pastors and community leaders sharing lessons learned. And again, all profits flow back to communities in need.

The fourth element is the use of the Netherlands-based Global Reporting Initiative Sustainability Reporting Pro-cesses as a guideline. GRI is the most widely used sustainability standard, and covers the three elements in the Triple Bottom Line concept: Economic, Social and Environment. Exhibit 3 provides a partial list of the disclosures collected and reported by Water@Work.

Given the success of the current sustainable business model, the effort to provide access to more than a million people in the Dominican Republic has been vetted and approved and is subject only to adequate and timely funding. n

Omar Keith Helferich is a visiting scholar at Calvin University, and Daniel Blevins is ex-ecutive director of Water@Work Ministry.

June 1-3, 2020 • The Wigwam Resort Hotel, Litchfield Park, ArizonaSave the Date for SCLA 2020!

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are made in zones, and home theater sys-tems are placed together in a zone —and all qualify for the lower rates.

But, what if you are subject to the pu-nitive new tariffs of up to 25 percent? All you do is maintain those rates throughout the time the goods are in the zone, and when you sell as an export — even to Canada or Mexico — the duty is never paid. If you sell in the U.S., you pay the duty at the punishing level. If you sell to an OEM inside another zone, there’s no duty payment! And there is also no duty if you scrap a percentage of the tariffed merchandise.

The FTZ program also:• Speeds up the supply chain by several

days with direct delivery processes, available at all U.S. FTZs.

• Eliminates quota issues, which are now a much larger factor for washers, dryers, and other large appliances, and even tomatoes!

• Provides awesome tax breaks in Arizona and Texas. Sometimes the local tax sav-

Over the last decade, America has collected an average of $22 billion a year in duties on incoming products. In the last two years, that number has skyrocketed 10-fold, and there’s no indication that the tariff-embracing policies of the current administration are likely to change in the near future.

What does that mean for the 853,000 U.S. Importers of Record? We have to start learning to play by the new rules even as they constantly change in front of us. One of the best ways to do this is the Foreign-Trade Zone Program. Even if you are a very small importer, it can make a huge difference. The more manufacturing that your firm does, the more “tariff engi-neering” you can do to lower your costs, that, by the way, just went up about 20 percent overnight! But, FTZs are not just for manufacturers, and there’re not just for importers that also export. Let’s review how these FTZs work:

For a Distributor/Retailer/E-Commerce facility: An FTZ lowers the customs fees from $500 per bill of lading to $500 per week, regardless of the number of containers processed. Think also about air freight, if you use the FTZ, you pay only one customs fee per week, regardless of the number of inbound flights. There is also a new process that will benefit many e-commerce, apparel, and footwear importers.

For a Manufacturer: An FTZ allows for multiple imported parts, with varying duty rates, to be manufactured, assembled, blended, mixed, or even packed togeth-er while lowering the duty rates to the smallest rate applicable. Think of a home theater system: Amplifier from Taiwan, and speakers from Korea. The amp’s duty rate is zero; for speakers, the rate is 4.9 percent. Once placed into a box holding both, or shipped together, the 4.9 rate goes to zero. Today, oil is refined in a zone, automobiles

Shirk Your Duties: Navigating the New World of American Tariffs

IndusTry arTIcLe

By Curtis D. Spencer

ings from being inside an FTZ are larger than the Federal list of benefits.

• Speeds up or eliminates drawback, which is very costly and labor-intensive.

Finally, the federal government in 2012 made the process of establishing an FTZ project much, much faster and easier and streamlined. What once took 12-18 months to complete now takes six or seven. That includes site permit/certification, the manufacturing or activity permit and the on-site customs activation process that turns on the zone for use by the importer. Furthermore, several of the larger freight forwarders, such as CEVA Logistics, have created whole divisions that are expert at FTZ management, either remotely or on-site. So the “brain-damage” which many companies believed would be required for FTZ compliance has now been effectively outsourced; the knowledge, compliance, and software requirements can all be “leased” instead of brought in-house, mak-ing startups’ ascent much smoother. n Curtis D. Spencer is president of IMS World-wide Inc.

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