LQ inc.
LQ Inc.

May 14, 2009 LQ Symposium


LQ’s May 14 2009 Symposium


May 14, 2009, 2008, The Country Club, Toronto

7:00 a.m. – 8:00 a.m.
Breakfast & Networking

8:00 a.m. - 8:10 a.m.
Welcome & Opening Address

8:10 a.m.
PANEL DISCUSSION: Picking the Right Strategy to Transform Your Supply Chain

9:25 a.m. – 10:05 a.m.
Executive Exchange (Q & A)

10:05 a.m. - 10:20 a.m.

10:20 a.m. – 11:50 a.m.
CASE STUDY & PANEL DISCUSSION: Achieving Leadership Through Technology-Enabled Supply Chain Efficiencies and S&OP Innovation

11:50 a.m. - 12:20 a.m.
Executive Exchange (Q & A)

12:20 p.m.
Networking & Cocktail Reception

1:00 p.m.

1:45 p.m – 2:15 p.m.
Introduction & Luncheon Speaker:
Lt. Col. John Conrad, DND (Canada) Book Launch: Lieutenant Colonel John Conradshares his insights on logistics and the supply chain during his tour as the Commanding Officer of the National Support Element, the logistics battalion responsible for sustaining the Canadian Task Force in Southern Afghanistan in Operation Archer/US Operation Enduring Freedom

2:15 p.m. – 3:30 p.m.
CASE STUDY & PANEL DISCUSSION: Leadership’s Role in Transforming Your Supply Chain

3:15 p.m.
Executive Exchange (Q & A)

4:00 p.m.
Concluding Remarks

Today’s bitter economic downturn affords us an opportunity to rethink and refine supply chain practices. LQ’s May 14th Symposium will focus on answering questions such as: What are some of the opportunities afforded by today’s supply chain challenges and how will supply chains emerge from the financial downturn we’re facing?

An example of one trend and a short-term response is the practice of “destocking” by firms that have purchased inventory some time ago and as the price of this product has dropped they have been compelled to write it down and, not surprisingly, they are often reluctant to restock.

Instead, firms could develop more efficient and flexible supply chains to facilitate emerging from today’s economic circumstances with stronger more adaptable supply chains, capable of making the most of a rebounding economy.

It’s our view that the financial downtown is prompting more businesses executives to identify new opportunities with fresh thinking in order to apply innovative solutions.
The drive to create new business efficiencies is unprecedented. Today, it’s estimated consumer product and retail firms lose an estimated $40 billion annually or 3.5 percent of their sales due to supply chain inefficiencies in the U.S., for example.

  • The gridlock in our cities is calling for more agile and flexible transportation operations. Gridlock on congested U.S. highways – a well-documented problem - is estimated to cost $78 billion annually.
  • Green Supply Chains: More companies are focusing their efforts on developing greener and sustainable supply chains to reduce their carbon footprint and find new efficiencies.

LQ’s Symposium will examine these challenges and focus on the opportunities they afford. When served lemons it’s our view that if you squeeze them right, you will enjoy the lemonade for many years to come.

LQ May 14th Sessions:

1. Picking the Right Strategy to Transform Your Supply Chain

Today’s economic climate is prompting more firms to near source, and move their manufacturing from Korea, for example, to Mexico, or from Europe to Eastern Europe. There are many variables that play a role in sourcing strategies. Fluctuating exchange rates and transportation reliability are key determinants in influencing the sourcing and supply chain strategies of many firms.

The practice of reducing the length of supply chains often means sourcing product closer to home or key markets. These supply chains are characteristically more agile and less prone to disruption as well as to exchange rate and currency risks.
Sourcing near home can also help firms to garner recognition that they are good corporate citizens and possess better intellectual property protection.
A primary element underlying many sourcing and supply chain strategies is a detailed understanding regarding product landed cost, which provides important insight into business operations.

Many firms today, however, lack transparency in their landed cost reporting, too often reflecting supply chain costs on their balance sheets as “overhead” with limited predictive ability and a lack of meaningful key performance indicators (KPIs). A comprehensive picture of their costs, however, enables their executives to have more meaningful discussions in the C-Suites of their firms.

Determining credible and fact-based supply chain costs is also critical to help logisticians find a “tipping” or an “inflection” point in their supply chain to determine when to introduce change as fuel prices rise or other challenges come to the fore. Focusing on reduced packaging, for example, might provide a better return than changes in transportation routes even when oil prices surge.

This session is dedicated to examining how to collect and synthesize crucial information using supply chain partners and modeling techniques.   This information can also provide a measure of risk mitigation and reduce supply chain uncertainty.

2. Achieving Leadership Through Technology-Enabled Supply Chain Efficiencies and S&OP Innovation

Advances in demand-sensing technology has enabled companies such as Procter & Gamble (P&G) to achieve improvements in supply chain design and execution. Through its Sales & Operations Planning (S&OP), P&G has also reduced forecast error more than 30 percent. In fact, P&G has been designated one of the top consumer products supply chain performers in 2008 because P&G uses its Consumer-Driven Supply Network (CDSN) to outperform competitors. This panel will focus on benefits and challenges related to S & OP implementation, and the implications for supply chain partners as well as the value it affords for all parties in today’s economic climate.

3. Leadership’s Role in Transforming Your Supply Chain

How can CEOs influence supply chain strategy and operations and how can they evaluate their influence in this area of their businesses?

Developing a high performance supply chain strategy requires a high caliber team of people.  CEOs must be engaged in the hiring of the best supply chain talent to employ the best-practice benchmarking and create cross-functional efficiencies, all of which require the CEO’s examination.

Creating goals and strategies —such as the application of supply chain technologies -and rewards for employees, suppliers, and customers – are essential. Sales and operations planning (S&OP) is another vital element in this context, and plays another essential role in eliminating cross-functional disconnects and thereby reduces product complexity and obsolete inventory.

This session focuses on understanding the CEOs perspective of supply chain management both in terms of how they view it from a strategic perspective and what represents its major challenges.


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