Dr. Robert Blackburn is Senior Vice President and Head of Global Supply Chain for BASF Group and located in Ludwigshafen, Germany. Additionally he has also led BASF Group's worldwide business transformation program since 2007. Robert is a member of the Global Procurement Steering Committee, which is responsible for managing BASF’s approximate €26B annual spend.

Vodafone, the leading mobile telecommunications company, and Nokia, the leading maker of mobile devices, launched the “Value Chain Collaboration Project” to optimize availability of Nokia handsets in Vodafone’s retail outlets and to minimize inventory and risk in the overall demand-supply network. Working together, they not only achieved their goals but transformed their supply chain into the first truly collaborative and demand-driven global value chain operating in the mobile handset market.

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.

Gerard O’Neill is responsible for marketing BT Global Services to the manufacturing sector. With the movement of goods through the supply chain dependent on the efficient exchange of information between all concerned, the design of the telecoms network plays a critical but little understood role in supply chain efficiency. Ged is the author of many articles in the sector press about leading manufacturers and their use of next generation network services to improve the efficiency with which they collaborate with supply chain partners

Krzysztof Szlaga graduated from University of Applied Science, Germany, where he specialized in International Economy Relations within the Economic Department, and holds the Diplom-Betriebswirt degree. Mr Szlaga also attended the Cracow University of Economics, where he pursued education within the Financial and Banking Department. He started his career working for KPMG Deutsche Treuhand-Gesellschaft in Munich and subsequently for Ernst & Young Audit in Warsaw, spending in total five years in the assurance and business advisory departments of these two leading companies. Afterwords Mr Szlaga was working for Roland Berger Strategy Consultants as Project Manager in the Operation Strategy, Restructuring & Corporate Finance Department (2005 – 2008). He held responsibilities for restructuring and M&A projects, developing the Engineered Products & High Tech Competency Center in CEE on a parallel basis. Since 2008 is continuously developing Supply Chain Management approach within CTL Group.

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

Dr. Petermann will provide insight into their supply chain journey and share how they have overcome global supply chain challenges and as a result improved critical KPIs significantly. Dr. Petermann is responsible for the global information technology for supply chain management and all manufacturing systems down to the shop floor for all tire business units of Continental. Prior to this role, he was Head of Supply Chain Management Passenger and Light Truck Tires Europe. In both functions, he drove and supported the development of the supply chain organisation, processes and systems within Continental's Tire business. Continental AG was founded in 1871 in Hannover, Germany and it started by producing different rubber products like tires for bicycles or carriages. At the end of the century, they were among the pioneers of pneumatic tires, especially for bicycles. The company continued to develop and in 1904, they developed the first tire with a patterned tread designed for automobiles. Today the company is one of the five largest automotive suppliers in the world and is the second largest in Europe with a revenue of more than Euro 20 billion. As of December 31, 2009, Continental globally employed approximately 134,500 people at nearly 190 locations across 39 countries. As a supplier of tires, brake control systems, driving dynamics control, driver assistance systems, sensors, systems and components for the powertrain and chassis, instrumentation, infotainment solutions, vehicle electronics and technical elastomers, Continental contributes towards enhanced driving safety and protection of the global climate.

Clive is Group Vice-President responsible for the global Retail and Supply Chain practice of Solving Efeso. He has over 20 years experience in logistics, supply chain and distribution channel management, both in operations and as a management consultant. He has worked in complex multi-channel B2B and B2C businesses in the UK, Europe and Emerging Markets with companies such as ASDA Walmart, Unilever, Casino, Ahold, Apple, PPR, The Co-op and BMW. Most of his career has been spent managing and implementing change, working with clients to help them cope with strategic supply chain transformations and deal with the implications of structural change. The way an organisation develops and executes its strategic vision for supply chain is increasingly being recognised as a potential source of competitive advantage. This workshop will discuss findings from the recent joint Cranfield-Solving Efeso research into Supply Chain Strategy in the Boardroom and draw on the practical experience of Electrocomponents plc, a high service distributor that is successfully achieving International growth by implementing a new strategy across the business.

Alistair is currently responsible for the supply network systems strategy, implementation and day-to-day operations of Procter & Gamble’s WE retail, Global Prestige and Global Salon Professional businesses. Alistair has amassed 17 years of supply network IT experience working in all areas of the supply network from material supply through manufacturing and distribution to customer integration. He regularly lectures at Universities on the Practical Aspects of Controlling the Supply Network, based upon his personal experiences of designing and implementing integrated end-to-end supply and demand planning and execution systems. Alistair is located in Geneva, Switzerland. 'Three billion times a day, P&G brands touch the lives of people around the world. Our corporate tradition is rooted in the principles of personal integrity, respect of the individual and doing what’s right for the long-term” For more information visit www.pg.com

George C. Rimnac, Jr. was named Vice President, Chief Technology Officer – Global Infrastructure in February 2010. He is responsible for Grainger’s global information technology platform which enables the company to address customers’ needs efficiently and effectively. In addition, he oversees the enterprise systems’ worldwide strategy and development. Mr. Rimnac joined Grainger in 1978 and has held increasingly responsible positions in Information Services, helping Grainger become one of the most forward-thinking IT pioneers in the industrial distribution marketplace. He most recently served as Vice President, Chief Information Officer – United States. Prior to this position, he served as Vice President, Innovation. Mr. Rimnac was honored with the Computerworld Premier 100 IT Leaders award in 2006. W.W. Grainger, Inc. with 2009 sales of $6.2 billion is North America’s leading broad line supplier of maintenance, repair and operating products with an expanding presence in Asia and Latin America.

The recent quality problems that Toyota encountered on its models, must recall us that the performance achieved in the past is not a great help for the future performances. Everyday, it is necessary to fight to create the conditions that bring robustness to 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 reached before; being unaware of management rules or not applying them correctly will immediately lead to a punishment for the company and the deterioration of it's brand name, as well as its clients' safety. The value-based creating enterprise is much more than a simple collection of lean tools.

After having started his carreer with Arthur Andersen as a financial auditor, Jacky Gervis joined FM Logistic 22 years ago, as a deputy general manager, mainly in charge of controlling and IT. In 1994, he founded FM Logistic’s operations in central Europe, as a general manager for central Europe, and in 2002, took over the position of Co-CEO, heading central, Eastern Europe and Asian operations, corporate finance and administration, engineering and projects.

Jos van de Vossenberg is Regional Supply Chain Manager for Euroresins for the Central Region and will discuss how the success of Euroresins is founded on partnership. Apart from the obvious and usual measures during a recession like reducing OWC, being ingenious on payment terms and reduce indirect and fixed costs, good partnership with both customers and principals is crucial in minimizing the impact of the economic downturn. Though these values are not limited to periods of recession and should be a firm part of the total strategy, the importance becomes more evident during difficult times. Partnership means being close to customers and trustfull to suppliers. Close to customers meaning being present locally, with premium products, the latest knowledge and technical expertise and dedicated reliable logistics solutions from local warehouses (short leadtimes). Trustfull to suppliers meaning offering them an existing and solid distribution network throughout Europe for products for the composite industry and getting premium brands, innovative solutions (centers of excellence) and technical support in return. Euroresins is Europe’s largest distributor of premium products for the Composites Industry. Headquartered in Germany, Euroresins is a fast growing network of leading European distribution companies, today operating in more than 15 European countries. Together with principals and customers, Euroresins finds creative solutions for today’s and tomorrow’s most demanding applications and challenges.

Dave Manning's experience in developing and implementing business systems started with British Steel as part of the company's manufacturing systems development team. He later joined the management team of Rolls Royce Motor Cars. He now focuses on the implementation of change through strategic alignment of the integrated business management process. Extended Supply Chain Management and Global Sales and Operations Planning are the particular expertise of Dave. 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.

As a consultant with Capacent (formerly Capto Financial Consulting), Mr. Stenbrink has advised numerous companies and their supply chains with working capital optimization through process and lead time improvements, as well as financial solutions, such as Supply Chain Financing (SCF). Among Mr. Stenbrink’s clients are Volvo AB and the International Finance Corporation (a member of the World Bank Group), who are presenting on SCF at SCL Europe.

The recent quality problems that Toyota encountered on its models, must recall us that the performance achieved in the past is not a great help for the future performances. Everyday, it is necessary to fight to create the conditions that bring robustness to 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 reached before; being unaware of management rules or not applying them correctly will immediately lead to a punishment for the company and the deterioration of it's brand name, as well as its clients' safety. The value-based creating enterprise is much more than a simple collection of lean tools.

In March 2009, OMV Petrom’s E&P Division embarked on a long-awaited drive to finally look into a messy material database, to commit organization resources for implementation of internationally recognized and adopted solution, and along this painstaking journey, revisit company’s supply chain practices that might have a lot to do with the current mess. MDEP (Material Data Enrichment Project) is one of few examples in E&P Maintenance where the initiative was taken to improve things in supply chain side of the business – starting with veru basics – material descriptions! The project was unique as it was totally managed internally over a complex web of geographical spread, a matrix of Stakeholder interfaces, and an uncompromising altercation of two not-so-compatible languages. Overcoming these hurdles with continuous risk mitigation, the project team is soon set to deliver full scope with stated quality in less than given budget and within allocated time. The fruits will be borne across whole organizational units that use MM materials. EP Maintenance in OMV Petrom is successfully completing this in-house project whereby cleansing a material dataset of more than 60,000 SAP codes, resulting in identification for invalids (duplicates, obsoletes) and description standardization and enrichment for the rest. The proposed presentation would comprise of three Parts, each of which is outlined briefly in the following pages.

Mr. Rossman is the Vice President of Supply Chain for Agentrics. Mr. Rossman has worked with many of the world’s leading retailers and manufacturing companies to design and implement collaborative business processes to drive improvements in the supply chain such as: Collaborative Planning, Forecasting and Replenishment (CPFR), Collaborative Promotions Management, Supplier Performance Management, Vendor Managed Inventory and Demand Driven Replenishment. Agentrics is a global supplier of business solutions for the supply and demand chain, a specialist in enabling the largest brands, retailers and manufacturers in the world to improve sales, drive lower levels of inventory and higher turns through improved supply chain management. Organizations in the retail and consumer demand chain need to provide an expanded view of their supply chain processes to drive significant benefits. This session will discuss the success case of a key Agentrics client who has improved sales, reduced inventory levels, and created stronger, more valuable relationships with their customers and suppliers by building collaborative business processes that support improved communication, share detailed operational data and aligning to common goals. We will cover the key business drivers, the elements of successful programs, typical obstacles and derived results these companies have achieved implementing business processes to synchronize their supply chain planning and execution with their trading partners. Case study from an American electronics retailer.

Anne Bruggink is General Manager Supply Chain at Electrocomponents Plc. He has global responsibility for managing the supply chain across Electrocomponents, RS Components, Radionics, Radiospares and Allied. Since joining the Group in 2007, Anne has been pivotal in achieving significant cost and stock reductions whilst effecting service improvements. Under Anne’s direction, Electrocomponents was a runner-up in the Supply Chain Distinction Awards 2009. In addition, the company was a runner-up in the European Supply Chain Excellence Awards 2008 for the re-engineering of its supply chain planning systems to create a single, transparent operation offering significant business benefits. Anne was also a runner-up in the Individual Contribution category of the European Supply Chain Excellence Awards 2008 due to his commendable management of service, cost and stock at Electrocomponents. Through his international career, Anne has gained experience in the FMCG sector working for United Biscuits, in the automotive industry working for Autoglass/Carglass and in the technology sector working for Honeywell. He has been recognised for driving change in local, European and global supply chains through systems implementations, outsourcing, mergers and integrations, flow and footprint optimisation, S&OP implementation as well as process re-design. Anne gained a MSc at the University of Wageningen (NL) and is fluent in Dutch, English and German. The way an organisation develops and executes its strategic vision for supply chain is increasingly being recognised as a potential source of competitive advantage. This workshop will discuss findings from the recent joint Cranfield-Solving Efeso research into Supply Chain Strategy in the Boardroom and draw on the practical experience of Electrocomponents plc, a high service distributor that is successfully achieving International growth by implementing a new strategy across the business.

In the wake of a recession and liquidity crisis, the 2010 economic outlook is brighter for those companies that position themselves to capitalize on a rebound. Companies that rise to the top will be those that strike the right balance between cost reduction and performance optimization in the face of volatile customer demand, increased product variability, heightened trade and compliance regulations, and new outsourcing and distribution models. This keynote sheds light on how leading companies are leveraging SAP solutions to support strategies aimed at generating immediate ROI; that is, by sensing and responding to dynamic market demand, controlling inventory and logistics costs, and managing risk and performance across the supply chain in a sustainable manner.

In last two decades many companies embarked on sourcing from low cost countries. As a result many companies have significantly extended their supply chain to become truly global. In combination with numerous lean initiatives to reduce inventory levels extended supply chains have become increasingly vulnerable against fluctuations and disruptions. Currently we are seeing a strong disruption in the global transportation market due to a strongly increased volatility. The world’s fixed asset operators lost $50 B last year due to the global recession and are taking aggressive measures to bring back rates at historical levels. As a consequence they have strongly reduced their capacity in both the ocean freight and airfreight market. Combined with the recent uplift in the global economies and resulting volumes the market is suffering from a serious capacity shortage and transport rates have soared. The expectation is that this situation will be sustained and will permanently change the dynamics in the market. This volatility is resulting in strongly increased transport costs for shippers, as well as reduced predictability on transit times. This in turn forces companies to rethink the way their supply chain is set up in order to maintain service levels to their customers. The workshop will address ways and examples to adopt to the changes in the transportation market and will discuss strategies to change your supply chain setup to increase restore predictability and reliability while optimizing inventory levels.

In last two decades many companies embarked on sourcing from low cost countries. As a result many companies have significantly extended their supply chain to become truly global. In combination with numerous lean initiatives to reduce inventory levels extended supply chains have become increasingly vulnerable against fluctuations and disruptions. Currently we are seeing a strong disruption in the global transportation market due to a strongly increased volatility. The world’s fixed asset operators lost $50 B last year due to the global recession and are taking aggressive measures to bring back rates at historical levels. As a consequence they have strongly reduced their capacity in both the ocean freight and airfreight market. Combined with the recent uplift in the global economies and resulting volumes the market is suffering from a serious capacity shortage and transport rates have soared. The expectation is that this situation will be sustained and will permanently change the dynamics in the market. This volatility is resulting in strongly increased transport costs for shippers, as well as reduced predictability on transit times. This in turn forces companies to rethink the way their supply chain is set up in order to maintain service levels to their customers. The workshop will address ways and examples to adopt to the changes in the transportation market and will discuss strategies to change your supply chain setup to increase restore predictability and reliability while optimizing inventory levels.

Coats operates in a highly dynamic environment with constant geographical demand migration and with a high fashion element in the demand profile. To cope with these challenging needs, Coats has operational presence in over 60 countries and supply in excess of 1.5 million unique SKUs globally. The company globally delivers in excess of 30million delivery lines to our customers. Therefore effectively managing a multi-site supply chain in such a high transaction environment is a challenge and requires systems that will help underpin robust processes with effective visibility. Coats needs to manage the supply chain using an effective S & OP process for medium term resources, whilst managing the short term using business rules and information that effectively highlight the exception to the rules. The Every Angle software has given us this visibility. It helps us to analyse hundreds of thousands of records effectively and in the process has helped us increase the quality of our data and effectiveness of our supply chain processes. This has been part of the improvement program that has helped Coats reduce its NWC % to sales from over 31% to 20% and at the same time improve customer service performance.

Economic warehouse processes are closely bound on the objectives of the business model such as goods availability, stock turnover or goods received and issued performance. To achieve the economically efficiency it’s key that such goals can be implemented with the lowest possible costs. If those perspectives are reached, the storage performance and the cost are in line, the storage supports the business model in an optimal way. Thereby an overall professional planning, competently managed project management, a high degree of project experience and intralogistc know-how are essential. Based on concrete cases studies you will receive suggestions to planning, organization, implementation and controlling for your future warehouse projects. Experience how modern warehouse engineering is setup and how Warehouse management systems can be used in an optimal way. The process definition and optimization are the central topic . You will receive a presentation in the today used warehouse planning tools. This workshop gives an overview about today used warehouse planning tools and enables you to evaluate the efficiency factors of your own warehouse and initiate specific measures.

Steve is currently Product Manager at Sage, the world’s 3rd largest vendor of Business Management Software with over 6m customers worldwide. With over 30 years of experience in both IT and Manufacturing & Distribution industries in senior product design and management roles, Steve is responsible for setting the product vision, strategies and product roadmaps for the future development of Sage UK’s Manufacturing and Supply Chain products. Steve is a key member of the team responsible for Sage’s global flagship product, Sage ERP X3. With a strong focus on establishing teamwork and common ways of working across International teams, Steve has led consultancy teams implementing ERP, manufacturing and distribution systems for major multi-national and corporate clients.

John is a director of Orbsen Consulting and has clients who are global leaders in the Pharmaceutical, Medical Device, Premium Drinks sector, Life Sciences Distribution and Private Equity

Mr. , Executive President of FELB.

He began his professional career as consultant. Since 2001 Artur Pielech worked for Roland Berger Strategy Consultants, at the beginning as a Senior Consultant, then Managing Partner and finally as member of Management Committee Central and Eastern Europe. He developed and implemented multiple projects aimed at organizational change, cost effectiveness and logistic strategy as well as number of restructuring cases. Apart from Poland he led projects in Russia, Germany, France, Iran and Romania. Since 2008 as Executive Vice-President Sales & Marketing at CTL Logistics Group, responsible for development of sales and new business lines in Germany, Poland, Czech Rep. and former Soviet Union countries. Artur Pielech graduated from Gdansk University of Technology.

Mr Brylinski is responsible for development of new business areas of rail logistics, especially intermodal offer. Former Fuel Retail Sales Director at PKN Orlen, where he held responsibility for implementing the biofuels sales strategy and new fuel products launches on the markets in Poland, Czech Rep. and Baltic States. He started his professional career at Shell Poland, to subsequently become a Chemicals & Oil consultant at Roland Berger Strategy Consultants. He graduated from the Viadrina University (Frankfurt) and was a Zurich and Ekaterinburg Universities scholar.