Organised By

IndIa SUPPLY CHaIn SUmmIt 2016Identify Growth Opportunities, Learn Strategies to benefit from them, Adopt Best Practice in Mitigating Associated Risks, Build Business Profitability

www.IndiaLogisticsExpo.com

19/20 may 2016Bombay Exhibition CentreGoregaon (E), Mumbai, Maharashtra

Mike Sheahan, CFPIM, CIRM, CLM, CSCM,IISB - President, IISB (ISCEA, USA International Standards Board)

Shashi Shekhar-Group Chairman & Founder Supply Chain & Logistics Group (SCLG)

Shanti Narain, Chairman, Chartered Institute of Logistics & Transport

Mr Arif Siddiqui, Director, Coign Consulting

Anil Radhakrishnan, CEO, Adani Logistics Limited

Abhishek Prakash Rao, Head Supply Chain & E Commerce Delivery, Godrej

Prof Girish VS, Executive Director, Indian Institute of Supply Chain

Jasjit Sethi, Chief Executive Officer, TCI Supply Chain Solutions

Sushil Rathi, Chief operating Officer, Mahindra Logistics Limited

Anshul Singhal, CEO, Embassy Industrial Parks

Prof Girish V S, Executive Director, ISCM

Dr. Arunachalam R, Sr. Vice President, ProConnect, Supply Chain Solutions

Vikas Chandra, Director, Distr ibution & Logistics, Abbott Healthcare Pvt.Ltd.

R. Jayakumar, Managing Director, Jayem Logistics Pvt. Ltd.

advisory Board

Speakers

Mike Sheahan Gopal R Shashi Shekhar Prabhakar MN Sandeep Chatterjee

Arif A SiddiquiAbhishek Prakash Rao Dr. VK LAI Haresh Kumar Harish Pant

Platinum Partner Knowledge PartnerSupply Chain Consulting Partner

Industrial & Warehousing Partner

Ecommerce Automation Partner Barcoding Partner

Supported By

Registration & Coffee Welcome Remarks by Conference Chair: Mike Sheahan, President IISB Global Supply Chain Trends: How is India preparing for the next move? The coming years will see the evolution of value chains to the next level. It is forecasted that service chains will become more impor-tant than product chains, companies will need to fully report corpo-rate externalities, supply chains will have to be designed to serve the “base of the pyramid”, SCM will have a standard certification process similar to CPA’s, product clock speeds will determine the number and nature of supply chains, artificial intelligence will be embedded in mainstream supply chain activities and many more. How is the India Inc preparing for this evolution? With Digital India and Make in India, the supply chain field is going to witness major transformation. Alvis Lazarus, CEO - Hesol Consulting* Mike Sheahan, President, IISB Shashi Shekhar, Chairman, Supply Chain Logistics Group The Evolving Indian Landscape: the opportunities and challenges associated In the recent year’s policy initiatives have risen to the challenge and effectively supported the buoyant mood in the industry across sec-tors. While some of these changes are minor revisions of existing framework, there are many which will result into a paradigm shift for the country and the logistics sector. There will be a huge impact of GST rollout and it would change what and when we manufacture, how much is kept in inventory and complete supply chain. Inland waterways, coastal shipping, dedicated freight corridors, industrial development corridors, 100pc FDI in Railways in logistics could be changing the way India Inc runs its supply chain – insights into the latest developments. Harish Pant, Managing Director, Hampson IndustriesAnshul Singhal, CEO, Embassy Industrial Parks

Refreshment break The Era of Bimodal Logistics — Blending Global Scale, Agility and Innovation Supply chain leaders are identifying and eliminating gaps between the CEO’s and CSCO’s perceptions of priorities and opportunities, and using the dual focus on growth and operational improvements to invest further in trade-off-making capabilities, such as sales and operations planning (S&OP), cost to serve and segmentation. This also means that supply chains need to take a balanced view with a focus on margin, not cost savings, when making decisions. This decision-making can be seen in the types of technology invest-ments companies are making.Also Supply Chains are just not about performance metrics but are also being evaluated in terms of share-holder value appreciation. Algorithmic Supply Chain Planning: The Future of SCP The IOT and use of algorithms to sense, understand, predict and act will transform all businesses, especially the manufacturing and trade industries. For those who can transform their organization to take advantage of the data influx can achieve real-time direct feed-back from customers and respond automatically to adjust product, price, promotion, packaging, and place. We are entering a new stage in the evolution of supply chains which will necessitate to some degree, every company will have to become a math house. Every organization will have to make use of algorithms in its deci-sion-making…. How will these companies realize supply chain math house capabilities? Designing the Omnichannel Supply Chain with Integrated Optimiza-tion & Simulation Redesigning overall retail strategy through the eyes of the consum-er with a seamless shopping experience at the core necessitates an ‘outside-in’ supply chain perspective and often big adjustments to supply chain operations. Often the omnichannel conversation starts with picking, packaging and shipping—but 80% of the value of om-nichannel initiatives is locked into the design of the supply chain network. An insight into how modeling and real-time data analyt-

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ics can help to evaluate the cost and service trade-offs involved with these changes, simplifying the analysis of huge volumes of data. A combination of optimization and simulation technology to best leverage all available distribution assets to fulfill orders across channels to provide an exceptional customer experience could be a solution every manager looks for. Networking Lunch & visit to the exhibition

Making Innovation a Habit In today’s fast-changing retail world, innovation isn’t a luxury, it is a necessity. The ability to learn and innovate faster is one of the few sustainable sources of competitive advantage, but how do you build a culture that fosters innovation? It is becoming increasingly important to create a climate of innovation in your team and your company, making top-line growth reliable and repeatable, and col-laborating to build an approach to innovation that will help keep you ahead of your competitors today, and in the future. Lean for Services and Assessing the trade-off between lean and resilience through supply chain risk management All the existing Lean concepts, which are from manufacturing are around work pieces/products. In services, there are virtually no physical products, hence how does one apply Lean concepts to services.SecondlyIn the run towards leaner supply chain, organiza-tions opt for new business paradigms which assume a strict selec-tion between core and non-core activity, cutting costs and reducing waste in every supply chain processes. While the cost savings from these initiatives are admirable, however, this invariably comes with increased risks, related to raising vulnerability to delays and disrup-tions within supply chain. Thus, creating and assessing the trade-off between cost savings (achieved through lean strategy) and resil-ience is necessary. Prabhakar MN, Director, Sutherland Refreshment break Shaping the Future of Supply Chain Visibility: Data, Integrated Sys-tems & Modern User Interfaces Visibility helps create a lean supply chain by managing and con-trolling in-transit inventory, providing the ability to analyze product profitability by capturing, calculating, and reporting actual landed cost information. It helps improve product profitability by identify-ing and eliminating wasteful processes. Visibility is a necessary tool for running an efficient end-to-end supply chain. What are the best visibility strategies leveraging cloud to manage both the physical and financial supply chain.With increased number of partners in the supply chain, the supply chain visibility is the lever How Do You Plan Inventory in an Omnichannel Retail World? The past few years have seen massive investments in Omni chan-nel capability building. Retailers are now turning their attention to optimizing the use of those capabilities. This next evolution is par-ticularly important in terms of inventory planning and deployment to maximize the overall value from new fulfillment capabilities such as buy online, ship from store, and direct-to-consumer from Distri-bution Centers. Its imperative to understand the leading planning practices being developed and implemented to optimize inventory deployment, and how these practices can be applied for business value. Closing remarks and end of day 1

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Conference Day 119 May 2016

Registration & Coffee Harnessing the Power of Scenario Planning to Create Supply Chain Flexibility in a Shifting Landscape Scenario planning is a structured program where executives or peo-ple working on a transactional level are looking at different scenarios based on supply, demand, and inventory and where they’re looking at the ability to change those levels based on different simulations if you will. It’s basically looking out in the future and thinking of what could change that will affect your business and how it will unfold if an issue comes your way. This is very important; this is something that every business should be doing either at the very strategic level or even at a lower level when they’re looking at how anything hap-pening in the external environment or in the internal environment will impact their business.With an ever changing business environment, the winner will be somebody who has done the homework well in terms of supply chain simulation, agility and felxibility.

Sandeep Chatterjee, Director, KPMG Centrality of Connectivity in Adaptive Responsive Supply ChainIndustries are facing greater pressures from market volatility with shorter interval of new add-ons product introductions made easy by open-technology platform proliferation and greater connectivity of supply chain. Consequently, responsive supply chain needs to be much more adaptive and agile in sustaining business and market share to be resilience. The session looks at the repercussions of rapid product and technology mutations; higher market volatilities, and the criticality of appropriate systems and methodologies in de-livering market resilience and sustainability. While the rest of world is speeding up, what can India and South Asia do to catch up or attain the leadership position?

Dr. Lai Ving Kam, CEO of ISCEA-Malaysia and Past Co - Director - Institute of Supply Chain Management at Malaysia University of Science and Technology. Refreshment break Sustainable and Green Supply Chains – the imperatives and opportunities

Rajeev Ranjan, Vice President - Supply Chain Planning and Route to Market, Hindustan Coca-Cola Beverages Proven & Innovative Metrics to Measure Performance in the Value Chain Supply Chain metrics such as Inventory Turns, Cycle Time, DPMO and Fill Rate are used to track Supply Chain performance. Com-monly used by Supply Chain Management, metrics can help you to understand how your company is operating over a given period of time. However, a good performance in one part of the Supply Chain is not sufficient. Your Supply Chain is only as strong as its weakest link. The solution is for you to focus on the key metrics in each area. Using the correct set of metrics can lead you to realize if you have the proper balance between service and cost.But how do you opti-mize your Supply Chain performance? How can metrics lead to an improved logistics management of your Supply Chain? How do you assess the improvement deriving from your optimization strategy? Haresh Panjavani, Managing Consultant, Capgemini Consulting Networking Lunch & visit to the exhibition

Designing the Omnichannel Supply Chain with Integrated Optimization & Simulation Redesigning overall retail strategy through the eyes of the consum-er with a seamless shopping experience at the core necessitates an ‘outside-in’ supply chain perspective and often big adjustments to supply chain operations. Often the omnichannel conversation starts with picking, packaging and shipping—but 80% of the value of om-nichannel initiatives is locked into the design of the supply chain network. An insight into how modeling and real-time data analyt-ics can help to evaluate the cost and service trade-offs involved with these changes, simplifying the analysis of huge volumes of data. A combination of optimization and simulation technology to best leverage all available distribution assets to fulfill orders across channels to provide an exceptional customer experience could be a solution every manager looks for.

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Leveraging Speed of action to improve availability to retain a customer For many consumers the moment of truth is not always a positive one. The industry has identified that 9% of the time consumers can-not find the items they want, when they want them. Studies have shown that this is one of the largest factors contributing to consumer defection. How can shopper insights, supply chain analytics and working with retail partners be combined with speed to create solu-tions that improve shelf availability.

Refreshment break

Digitalization of the Supply Chain as a Competitive Advantage: Are you Missing Out on Value Creation and Cost Reduction? Digital technology is disrupting traditional operations and now every business is a digital business. The impact on supply chain manage-ment is particularly great. Businesses cannot unlock the full poten-tial of digital without reinventing their supply chain strategy. Many companies understand the elemental nature of these changes and are already working to introduce digital technology into their opera-tions. However, simply adding digital technology is not the answer. This new breed of supply chain is more connected, intelligent, scal-able and rapid than traditional supply chain management. In a metaphorical sense, the DSN enables people and data—as well as materials, products and supplies—to travel together across the extended enterprise. This is vastly different from digitally en-hanced supply chains which (because they are never stronger than their weakest links) have less potential to help companies. Panel Discussion: How to Overcome the Challenge of Maintaining Visibility, Transparency and Real-time Information in Multi-Layered Supply Chains The value chain is a game of layers, and with each layer an organi-sation adds, transparency vulnerabilities grow. The key elements being to enhancing the supply chain integration to foster visibility, make visibility a priority and harness the innovation needed to cre-ate it, build real-time reporting capabilities, create control over fore-casts and sustainability, develop trust with your suppliers Closing remarks and end of conference

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20 May 2016

Conference Day 2

Strategically-Focused Two-Day Conference:19 - 20 May 2016Bombay Exhibition Center, Goregoan (E), Mumbai, India

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