Agenda: The Manufacturing SRM Conference*

Wednesday, June 5, 2019

All sessions will take place in the Lyric Room.

8:00AM – 9:00AM  

Breakfast & Registration

Lyric Foyer & Melody Room

9:00AM – 9:30AM  

Welcome & Introductions

9:30AM – 10:30AM  

The Increasing Importance of Supplier Qualification in SRM

The importance of Supplier Relationship Management has been highlighted over the past several years as we have navigated the effects of global component shortages, natural disasters, capacity issues, ERP system transitions, etc. As a result, we have focused our attention on developing risk mitigation strategies, while at the same time attempting to standardize processes across multiple business units. We are now evaluating our supplier qualification process and recognizing the key role it should play in effectively assessing risk, but more importantly how it should be consistent with an overall Supplier Relationship Management strategy. This is intended to be an interactive session as we share our evolution in SRM.

10:30AM – 11:30AM

Joint Development of S&OP/Inventory Operating Models

  • Tim Elsenbrook, Director, Strategy and Performance Improvement, Grant Thornton

Sales and operations planning, properly implemented and resourced, has the proven capability to unite the organization across functional lines to fully integrate strategic, tactical and financial business plans presenting a united front to both customers and suppliers seamlessly matching supply and demand. While simple in concept, S&OP, or perhaps more appropriately, collaborative planning and forecasting, requires a robust design model linking a number of components together to maximize success including real-time supplier connectivity, financial planning transparency, voice-of-the-customer integration across the enterprise and demanding performance metrics to measure cross-functional collaborative success. During Tim’s workshop, he will explore successful S&OP model concept requirements, implementation and execution best practices and the practical performance systems necessary to transform collaboration into cash collection.

11:30AM – 11:45AM


11:45AM – 12:45PM

Risks as a Component of Standardized Supplier Assessment

With growing complexity in industry standards, customer requirements and social awareness, supplier relationship management has become increasingly more extrinsic as an organizational focal point and now requires subject matter expertise across multiple disciplines. With shared ownership across these stakeholder groups, supplier risk is often the most difficult aspect of business process integration. This session will address today’s most pressing question in supplier relationship management—how do organizations effectively integrate and manage risk as it relates to the growing multi-discipline complexities? Join Jake as he argues that organizations can do so by a standardized risk model approach, which can streamline the process, beginning with cross-functional engagement and ending with promotable metrics and strategic direction.

12:45PM – 1:45PM


Melody Room

1:45PM – 2:45PM

Using QMS to Score Supplier Base

Many organizations struggle as they try to determine the best approach for evaluation of supplier performance. As the QHSEMS standards continue to raise awareness and requirements for a process to meet this need, it has been difficult to find a workable approach that provides automation paired with actionable information. The high purchased content of our products makes this system requirement a significant business need. This session will provide some history regarding our journey at a single facility, our regional deployment, and our plans for further expansion as we rationalize our supply chain.

2:45PM – 3:30PM

Ignite Session

Join fellow manufacturing leaders in the SRM space to discuss the issues important to you. This time will be spent having candid conversations with peers to help you solve your most pressing challenges.

3:30PM – 4:30PM

Supplier Quality

Properly aligning processes and resource expectations to meet requirements, mitigate risk and establish a value proposition back to the organization can be incredibly costly, cumbersome and challenging. Committing resources towards supplier engagement, however, should not be a forced or coerced operation. Organizationally, Supplier quality should be viewed in a broader “quality” sense—quality of the product, quality of the process or service, quality of the people, quality of the relationship, quality of suppliers environmental focus, safety focus and quality of social engagement. The goal of supplier quality should be a “pull up” to improve and develop supplier networks, with the reciprocal benefit being improved performances within the parent organization along to the customer/market.

Dependent on the scope of an organization—supplier quality may be represented by multiple functions or just one function, or just an aspect of a role. With diversity comes complexity—where do we focus, how do we focus, what tools are necessary, what competence is required, and what is working for others (benchmarking)? More importantly, why perform supplier quality and what is the objective? Join Jake as he discusses and answers these questions, which will aide in generating directionally correct processes, defined and informed resources, defined measures and feedback loops, and overall goals for success.

*Agenda is subject to change.