LQ inc.
LQ Inc.

Program, Thursday, January 13, 2011

The Toronto Board of Trade Country Club

Best Sustainability Practices in Supply Chain Management 2011

In business, sustainability issues are frequently supply chain issues. LQ's Best Sustainability Practices in Supply Chain Management Symposium will focus on new trends emerging in today's supply chain. Sustainability in business is calling on accountants and supply chain practitioners alike to create and apply new reporting methods. It is changing the discussion in boardrooms, classrooms and executive mind-sets. Clearly it will call for more collaboration in supply chain practices. LQ's Symposium will look at new collaborative practices that have been applied by leading firms to create sustainable supply chains.


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.
PANEL DISCUSSION: Reshaping the Supply Chain: New Opportunities for Manufacturers, Retailers and 3PLs

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. – 11:15 a.m.

PANEL DISCUSSION: 3PLs’ and Logisticians’ Innovative and Collaborative Approaches to Developing Sustainable Supply Chain Practices

11:15 a.m. – 11:45 a.m.
Executive Exchange (Q & A)

11:50 p.m. - 12:25 p.m.
Networking & Cocktail Reception

12:25 p.m. - 1:35 p.m.

1:35 p.m. – 3:05 p.m.
CASE STUDIES & PANEL DISCUSSION: Applying Technology to Create Lean and Sustainable Supply Chain Practices

3:05 – 3:25 p.m.
Executive Exchange (Q & A)

3:25 p.m. – 4:00 p.m.
Keynote Presentation: Peter Hall, Vice-President and Chief Economist
Export Development Canada

4:05 p.m.
Concluding Remarks

Session Notes:

PANEL DISCUSSION: Reshaping the Supply Chain: New Opportunities for Manufacturers, Retailers and 3PLs

LQ has worked with KPMG in Canada to contribute to KPMG’s Survey: ‘Reshaping the Supply Chain: New Opportunities for Manufacturers.’ The results of this survey, which has also been developed in alignment with an international survey from KPMG Global and the Economist Intelligence Unit, will provide you and other participants with insightful information on the supply chain landscape in Canada, as well as globally.

Despite cautious optimism for and a gradual economic recovery in Canada, however modest it may be, recent leading indicators point to a slowing in demand, and, perhaps even worse, a period of change.
Based on KPMG’s international survey, this Canadian version looks at how the supply chains of manufacturing firms are shifting their business practices as a result of the changing economy. This survey aims to understand the steps executives are taking to reshape their supply chains to improve operations and meet changing market conditions as the economy improves. The Canadian results will be assessed and benchmarked against international peers. This session will also provide insights from leading firms on how the changing economic landscape is re-shaping the dialogue of business leaders and supply chain practices in other sectors.

This session will also examine key trends and views of logisticians and 3PLs and examine surrounding total landed cost calculation (TLC). In the Annual Third-Party Logistics Study, which is based on a survey of some 1,133 3PL users and non-users, as well as 3PLs, “64% of shipper respondents cited TLC reporting and analysis as a critical capability they would like to see in their 3PLs.” TLC is the sum of costs related to making and delivering products to the point where they produce revenue. In this session, a leading 3PL will examine how to develop TLC and the value of this practice in today’s changing economic landscape.

CASE STUDIES & PANEL DISCUSSION: 3PLs’ and Logisticians’ Innovative and Collaborative Approaches to Developing Sustainable Supply Chain Practices

How can more firms effect change across the supply chain? One the first steps is to focus on the basis of supply chain relationships. Most of the time these relationships are transaction and firms pressure their suppliers, from 3PLs to parts providers, to reduce their costs, with little trust and ability to innovate together. It’s essential these relationship and discussions change in order to develop innovative and sustainable supply chain practices.

Leadership plays a pivotal role in supply chain practices and confronting challenges. One of the greatest hurdles to mitigate remains the perspective that businesses should continue to conduct themselves based principally on past practices. Today, leadership in sustainability often involves uncovering assumptions that have led people to do things that are no longer reflective of the fast-changing economic landscape around them.

Today, firms maintain a variety of relationships with their customers, and most require close interdepartmental coordination for success. This applies to everything from relationship selection to account management. One of the best ways to improve is to work with a key customer to develop a highly integrated supply chain. This can greatly reduce costs both companies, and significantly enhance sales.
Not surprisingly, the best way to increase supply chain productivity is to focus on accounts and customer relationships that complement your firm’s supply chain’s capabilities. This is a key way to differentiate your firm’s services.

Today more supply chain executives are dedicating more time to monitor the financial health of their suppliers. Nearly three-quarters are spending more time on supplier relationship management and developing metrics for the health of suppliers.  As suppliers are not likely to tell their clients about their financial difficulties it can be vital to communicate with suppliers more often. This session is dedicated to exploring innovative business relationships in today’s economic climate between 3PLs and their clients in order to create leading edge supply chain sustainability practices.

CASE STUDY: Applying Technology to Create Lean and Sustainable Supply Chain Practice

Yesterday, few executives outside the supply chain function showed any concern about where products came from. Today, everyone, from a firm's top leaders to consumers wants to know something about a product's origins. This session examines how technology and processes has helped enable new opportunities and reduced business risks as more consumers and firm's call for increased exposure of your supply chain.

There are many new tools for making supply chains more visible and transparent, ranging from tiny radio-frequency ID tags embedded in products, to customer databases at some retailers that allow customer's to even review a product's history.

Managing these information systems to ensure they're accurate, useful, and secure aren't easy but the value to firms are often well worth the effort. Transparency, if wisely marketed, can win the confidence of consumers, shareholders, regulators and employees. This view of your own operations can also help you mitigate challenges, and improve the sustainability of your supply chain practices.

LQ's Gold (2014) Symposium Sponsors
BCG C.H. Robinson Worldwide, Inc. GENCO GENPRO GENCO
CANADA USA Flags   LQ, Inc. • 131 Bloor Street, Toronto, ON, M5S 1R8 • Tel: 1-800-843-1687 • 416-461-8355   Share/Bookmark