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Program, Thursday, July 14, 2011

The Toronto Board of Trade Country Club


LQ's Sustainability Study and Awards Symposium 2011


Program, Thursday, July 14, 2011

The Toronto Board of Trade Country Club

LQ's Sustainability Study and Awards Symposium will examine sustainability from the Economic, Environmental and Social perspective to facilitate enhanced business and global supply chain sustainability.

Agenda

7:00 a.m. – 7:50 a.m.

Breakfast & Networking

7:50 a.m. - 8:00 a.m.

Welcome & Opening Address

8:00 a.m. – 9:15 a.m.

CASE STUDY & PANEL DISCUSSION: The Greening of Global Supply Chains (Environmental factors in sustainability practices) For more information please see the Session Notes below.

9:15 a.m. – 9:45 a.m.

Executive Exchange (Q&A)

9:45 a.m. – 10:00 a.m.

Refreshments & Break

10:00 a.m. – 11:30 a.m.

CASE STUDY & PANEL DISCUSSION: Growing and Developing Supply Chain Talent Across Borders (Social factors in sustainability practices) For more information please see the Session Notes below.

 

11:30 a.m. – 11:55 a.m.

Executive Exchange (Q&A)

11:55 a.m. – 12:45 p.m.

Lunch

12:45 p.m. - 3:00 p.m.

PANEL DISCUSSION: Fostering Innovation in Customer-3PL Relationships in an Expanding Economy; LQ's Sustainability Study and Award Finalists (Economic, Social and Environmental factors in sustainability practices) For more information please see the Session Notes below.

 

3:00 p.m. – 3:45 p.m.

Executive Exchange (Q & A)

3:45 p.m. - 4:00 p.m.

Break & Refreshments

 

4:00 p.m. - 4:30 p.m.

Keynote Presentation: • Thomas Goldsby, Ph.D., and David Closs, Ph.D., LQ's Award Winner & Finalists Presentation and Insights on LQ's Study and Future Developments for 201

 

4:30 p.m. to 5:30 p.m.
Cocktail & Networking Reception

Session Notes:

The Greening of Global Supply Chains(Environmental factors in sustainability practices)

IBM announced last year that it will require its 28,000 suppliers in more than 90 countries to apply management systems to gather data on their energy use, gas emissions and recycling and waste.

Those companies are required to request that their subcontractors to do the same if their products or services are a significant part of IBM’s $40 billion global supply chain. These IBM suppliers must also set environmental objectives and make public their progress in meeting those objectives.

There are important financial benefits for those in procurement to become more innovative with their suppliers, according to IBM.

This initiative is in keeping with Wal-Mart’s requirement from its suppliers to eliminate some 20 million metric tons of greenhouse gas emissions from the life cycle of the products it sells.

While the "greening of the supply chain" has been in the works for decades, this movement is gaining momentum this year with corporate giants such as P&G, Pepsi, IBM and others announcing new initiatives that pressure suppliers to do much more to measure and manage their environmental impact.

Why are more leading firms looking at sustainability in their supply chain practices? They know these practices, much like quality assurance, contribute to the desirability of a firm’s brand, ensure business continuity, enhance operations, and a more sustainable environment.

This means they need to focus on their business partners’ practices as well, such as relationships with their suppliers and providers whose expertise is in supply chain management. For non-asset-based 3PLs, this may refer to their customers, as well as the providers of transportation services they employ.

The automotive sector is another good example as its global supply chain touches virtually every other industry sector from steel to plastics and electronics. Today’s automotive sector knows that it is essential to consider the automotive supply chain’s social, talent, financial, and environmental conditions in light of public scrutiny worldwide from many stakeholders.

This session examines the practices of leading firms at the forefront of this dynamic movement as they blaze the trail to a leaner, greener, and better tomorrow.

Growing and Developing Supply Chain Talent Across Borders (Social factors in sustainability practices)

As firms emerge from the economic downturn, many are focusing on expansion into new markets as well as the products and services they provide.

This cross-border focus on economic growth is requiring more firms to fundamentally rethink how they manage their workforce and overcome borders.

They are considering differences in how they attract and retain key talent. In tandem with this approach to managing their own growing supply chain talent, an increasing number of firms are enhancing their agile approach to business by often avoiding fixed costs when possible, and outsourcing their supply chains as part of their operational dexterity plans.

Attracting and retaining talent across different geographies will require more supply chain leaders who appreciate how to heighten performance and motivate people from different cultures and backgrounds. This session will examine different approaches to developing an international supply chain through the development of internal talent, and outsourcing supply chain practices to leaders in the field.

Today’s economic expansion in the aftermath of the recession has also put more focus on the Canada-U.S. Border. This was recently noted in a speech by President Obama, when the President highlighted the value trade between Canada and the United States: “There is over $250 billion of direct investment by each country in the other, and bilateral trade of more than half-a-trillion dollars a year in goods and services create and sustain millions of jobs in both our countries.”

President Obama added: “At the U.S.-Canada border, nearly one million dollars in goods and services cross every minute, as well as 300,000 people every day.”

This trend to expand is also evidenced by leading U.S. retailers growing their operations in Canada. For example, the department store Marshalls announced its move into Canada last December, a move that is part of a growing trend for American retailers moving north following the recession. TJX Companies plans to open 100 Marshalls stores across Canada in the future.

Marshalls, Juicy Couture, Victoria's Secret, Crate & Barrel, Kohl’s, J. Crew and Target are part of an increasing number of U.S. retailers now establishing and growing their Canadian presence.

This session focuses developing cross-border supply chain talent, internally and externally, as U.S. firms grow their businesses in Canada and expand in other countries.

Fostering Innovation in Customer-3PL Relationships in an Expanding Economy; LQ’s Sustainability Study and Awards Finalists(Economic factors in sustainability practices)

Three finalists participating in LQ’s Sustainability Study and Awards Program will present their innovative business cases and share their firm’s strategic vision on sustainable supply chain practices, including long-term environmental, social and economic value for all stakeholders.

These finalists in LQ’s Sustainability Study and Awards Program will show us how sustainability practices can contribute to brand desirability, deliver operational benefits, raise profitability, contribute to succession planning and other business continuity programs, plus mitigate risks.

After LQ’s independent evaluation process is completed at LQ’s Symposium, LQ will honor leading 3PLs and their partner client — who have enhanced their sustainability — by celebrating their achievements in LQ Magazine and through LQ’s Sustainability Symposium.

In summary, LQ’s annual and inaugural Sustainability Study and Awards Program (2011) is designed to:
• Encourage and recognize sustainability excellence;
• Support innovation in sustainability;
• Generate case studies highlighting sustainability effectiveness;
• Enhance industry research regarding 3PL sustainability practices; and
• Celebrate business supply chain excellence.


LQ's Gold (2014) Symposium Sponsors
BCG C.H. Robinson Worldwide, Inc. GENCO GENPRO GENCO
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