The Research Agenda 2013 provides a brief outline of the feature reports SCM World will be publishing during the course of the year. It has been designed following extensive consultation with SCM World’s Chairman, Dr Hau Lee, other members of our Executive Advisory Board – a group of leading C-level supply chain and operations executives at some of the world’s most respected companies, including Nike, Unilever, Cisco, Lenovo, Dyson and Merck – and with CSCOs and CPOs at many of our corporate members.
The aim of our research programme is to deliver practical and thought-provoking insights to those tasked with developing supply chain strategies that make their companies more competitive and add measurable business value. As with all of SCM World’s content, we draw directly on the collective energy, wisdom, needs and experiences of supply chain professionals.
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08 May 2013 - Barbara Kux, SCM Chief & Board Member, Siemens
Barbara Kux, SCM chief and board member at Siemens, explains how she reorganised its global procurement and supply chain function to deliver huge savings over the past four years – and why she doesn´t believe her legacy at the German industrial giant is in any danger of unravelling.
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30 April 2013 - Kevin O'Marah, Chief Content Officer & Dr Hau Lee, Chairman, SCM World
Global manufacturing footprint design is no longer simply about chasing lowest possible cost. It now represents a dynamic where businesses must balance scale for cost against agility for service.
This report draws on the expert insights of 330 supply chain practitioners and dozens of executive interviews, in turn considering the four major strategies that companies are pursuing – regionalisation, vertical integration, automation and modularisation – as they seek to push the frontier of efficient decision making and get to "Plant X”.
28 March 2013 - Kevin O'Marah, Chief Content Officer, SCM World
Businesses which closely align supply chain with new product introduction (NPI) processes are increasingly likely to drive competitive advantage by moving to market faster with better products.
This report highlights the lessons in mapping a supply chain-enabled NPI framework and how supply chain can prove more valuable in the eyes of the CEO.
20 March 2013 - Geraint John, Senior Vice President Research, SCM World
Technology vendors, logistics specialists, consultants and contract manufacturers are vital to the success of almost all supply chain executives today. But managing these companies effectively to maximise value is often challenging.
This report, based on a survey and interviews with over 400 practitioners, argues that stronger engagement pays off and considers good practices to make it happen.
28 February 2013 - Bjorn Vang Jensen, Vice President Global Logistics, Electrolux
Over the past five years, macroeconomic forces have created a great deal of tension between shippers like Electrolux
and its carriers. Adversarial relationships lead to broken contracts, mistrust, poor pricing practices, inaccurate forecasting
and neither party advancing its mid-to-long-term business strategy. In response, Electrolux has developed a series of best
practices that each party in the relationship can use to build a more collaborative and sustainable relationship.
14 February 2013 - Richard Markoff, Vice President Supply Chain, L'Oréal
Supply chain at L’Oréal is aligned to business units (divisions) and regions (zones of the world). Each division and zone
is managed by a supply chain director who has responsibility for the international supply chain portion that links the
manufacturing supply chain with the customer supply chain. Major accountabilities include global deployment requirements
planning, balancing stock and demand, and the overall performance of the supply chain.
12 February 2013 - Alexander Scholz, Head of the "WEISE" Programme, Procurement Department, BMW
As BMW’s supply chain became more global in nature, it was becoming more susceptible to risk. To help counter
this, the company collaborated with Manchester Business School to develop a system called Enterprise 2.0, which
utilises unstructured data (internal blogs, wikis, etc) to de-risk its supply chain and optimise its supply chain
operations going forward.
07 February 2013 - Mark Peacock, Head of Global Operations, Syngenta
As part of the second phase of its supply chain transformation,Syngenta developed a supplier segmentation methodology to ensure that its supply network had the necessary degree of flexibility to deal with demand uncertainty, and that it fully understood the risk and compliance profile of its suppliers.