Olivier Reitz Corporate Director Quality & Business Excellence will explain how GE capitalized on its Operational Excellence DNA and use it as a lever to delight customers and transform its business portfolio to deliver bottom line results.

Nicole will discuss the Volvo Supply Chain Finance program, including the rationale for the program, value to Volvo and its suppliers, KSF and the lessons learned from its implementation and roll-out.

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Distributing commercial products in developing countries fulfils one purpose: a commercial one. Will this be acceptable in the future against a back drop of high child mortality and grinding poverty? Sustainable distribution businesses will need to maximise social and environmental returns as well financial ones. ColaLife is encouraging Coca-Cola to engage in 'sustainable distribution' and use the unused space in Coca-Coca crates to carry 'social products' such as oral rehydration salts, vitamin A tablets, water purification tablets or whatever else is required in a particular location to improved public health, particularly children's health. You can get a Coca-Cola virtually anywhere you go in developing countries but in these places 1 in 5 children die before their 5th birthday. As well as being a blight on humanity it doesn't make commercial sense that 1 in 5 of your potential customers die before they are 5. ColaLife is a mature proposition that has been honed by exposing the idea to thousands of people in social networks. Coca-Cola have engaged at international level; ColaLife has brokered a partnership between Coca-Cola and an international NGO (AED) and local trials will start in Tanzania this year. Four children die every minute in Africa alone from simple preventable diseases and this has been the case for many decades - ColaLife aims to be part of the solution to this problem. This presentation will be delivered by ColaLife's founder and former development worker, Simon Berry. http://colalife.org - the website http://colalife.org/blog - the blog

Prior to joining Oliver Wight as an Associate Les was Head of Operations for Ilmor Engineering Ltd who design and manufacture the Mercedes Benz Formula engines. He implemented MRPII whilst simultaneously working across the business on implementing lean manufacturing. Les's background is one where high performance in operations is a must that adds to the competitive advantage seen in the product. Oliver Wight are leading business improvement specialists. We have a 30 year track record of delivering business improvement to some of the world’s best-known organisations. With a team of professionals offering a wealth of experience, Oliver Wight is largest consultancy of its type, with offices throughout Europe, North and South America, and the Asia Pacific region. We believe that sustainable business improvement can’t be delivered by external consultants but only by your own people, so unlike other consultancy firms, we transfer our knowledge to you. We will help you define your vision of the future and inspire your people to drive change throughout your business, delivering performance and financial results that stick. Products 1. Integrated Business Planning (advanced S&OP) At the leading edge of management thinking and practice, our Integrated Business Planning (IBP) model lies at the heart of our clients’ journey to outstanding business performance. Oliver Wight were the originators of sales and operations planning (S&OP) and IBP can most simply be described as advanced S&OP. However, integration is what distinguishes IBP from its predecessor. Unlike S&OP, IBP brings a truly strategic perspective; it is a drumbeat for managing the business, linking diverse processes - in the extended supply chain, product and customer portfolios, customer demand and strategic planning - into one seamless management process. 2. Supply Chain Optimisation In an uncertain business climate, volatile demand and unpredictability can expose weaknesses in supply chain performance. Supply Chain Optimisation helps companies improve sub-standard systems and processes, delivering a significant return to the bottom line today, and preparing the business for fresh challenges as the economy recovers.

The recent problems quality which Toyota encountered on its models, must recall us that the performance achieved in the past is not a great help for the future performances. Every day, it is necessary to fight for creating the conditions of the robustness of the processes: New product Development, Production Preparation and Manufacturing all along the supply chain. In a context of Time To Market shortening, of high pace new products launch with always sharper technologies and with a level of diversification never ever reached, to be unaware of management rules or to miss their application will generate an immediate sanction as well for the safety of the users as for the image of the company itself. The value-based creating enterprise is much more than a simple collection of lean tools.