New Expert Connect Series: Leading the Digital Supply Chain
May 1, 2018
In a global business environment being reshaped by Big Data and analytics, new technologies and new approaches to business, supply chain leaders can no longer rely on traditional levers to optimize results.
Leading the Digital Supply Chain is a series of one-hour Expert Connect webinars that provide a practical introduction to the digital technologies and organizational models transforming enterprise supply chains. Register for this Expert Connect series to learn how a customer-centric Digital Supply Chain strategy can optimize performance and minimizes risk for your organization.
The Digital Supply Chain Institute (DSCI) has been working with senior executives from 72 companies around the world—such as Li & Fung, SAP, Colgate Palmolive, Dow and Dell—to develop the tools to help companies collaborate with customers and suppliers in new ways that that drive down costs and drive up revenue.
• Learn from the leading industry and academic experts
• Engage with companies that are Digital Supply Chain trailblazers
• Upgrade skills of current SCM managers
• Re-think the traditional role of supply chain from a back-office function into an integrated role alongside sales, marketing and product development
• Discover key metrics to measure Digital Supply Chain performance
• Improve visibility into the performance of suppliers and business partners
• Identify strategies for moving to a Digital Supply Chain
One-hour Expert Connect webinars over the course of seven weeks. Each Expert Connect will feature a 25-minute instructor presentation followed by a 15-minute conversation with a supply chain executive in the midst of a digital transformation. A 20-minute Q&A will conclude the session. (Please note: There will be no Expert Connect on July 3.)
Leading the Digital Supply Chain Topics & Schedule
June 5: What is the Digital Supply Chain?
Instructors: George Bailey and Dave Kurz
Creating a customer-centric Digital Supply Chain is a mission-critical challenge that requires a new supply chain strategy, new people and skills, and new technologies. In this Expert Connect you will be introduced to four management imperatives–Demand, People, Technology and Risk–that form the foundation of a successful digital strategy. In successive weeks, we will delve into each of these areas in detail. By the end of this series, you will be familiar with the core concepts behind a successful Digital Supply Chain strategy.
June 12: Demand Management
Instructor: George Bailey
The digital supply chain is a prime driver of demand. Explore why it is important to generate real-time data to improve demand forecasting, make better decisions, and create new opportunities that stimulate demand and growth. We’ll look at digital supply chain strategies that help some companies better sense, match and ultimately drive new demand.
June 19: Technology Enablers—Blockchain
Instructor: Shawn Muma
Technology can be a game changer. However, using technology in a strategic way is a significant undertaking. In this week’s session, we’ll hear Aricent discuss the results of their Blockchain pilot project. In addition, we will explore the business and technical case for Blockchain technology, its application in the DSC, and the results of a recent pilot project.
June 26: Technology Enablers: Artificial Intelligence (AI) and Machine Learning (ML)
Instructor: Shawn Muma
The effective use of Artificial Intelligence (AI) and Machine Learning (ML) driven by specific algorithms, will help companies to evolve from reactive to predictive. Learn how to us AI/ML to anticipate future demand and predict the likelihood of future risks—and why all that depends on cross-functional teams.
July 10: DSC Talent Strategy
Instructor Dave Kurz
Successfully evolving toward a Digital Supply Chain requires education, communication, organizational redesign, process redesign and new personnel. Learn how to create a talent development plan. This webinar will focus on talent development and utilization: identifying the skills required and finding the right talent; cross-functional collaboration; creating incentives; and identifying who makes what decisions, and at what level. We’ll also explore how some companies encourage collaboration and align their Digital Supply Chain with organizational goals.
July 17: Risk and Competitive Advantage
Instructor: Craig Moss
The Digital Supply Chain provides new, more sophisticated ways to manage risk by using technology and data to shift from a reactive to a preventative control of risks. But Digital Supply Chain risk management practices must be updated to better manage business performance and compliance risks. In many cases, the same technology investments discussed in previous sessions provide managers with the data and the tools to identify and leverage risk. In this final module, we will explore how companies can mitigate risk more effectively, potentially turning risk into a competitive advantage.
About Course Instructors
George Bailey is the Managing Director of CGE’s Digital Supply Chain Institute (DSCI). He is on the Advisory Board of Lockheed Martin, the American Productivity and Quality Center and MarketShare Partners, a privately-held marketing analytics company. He is also the Executive Professor of Digital Innovation and Management at Pepperdine University and the Chairman of the Jackson Hole Ocean Sailing Team; a not-for-profit that teaches children how to sail and compete on the water and in life. George was the CEO of DIVA Networks, an internet applications development firm.
Before that, George was the acting CEO of Sony’s educational solution called “Tenobo” and was based in Tokyo as Sony’s Chief Transformation Officer reporting to the Chairman and CEO Sir Howard Stringer. Before Sony, George was a member of the senior leadership team of IBM, running the global semiconductor business, parts of Sales and Distribution and Consulting. Before IBM, George led the global PriceWaterhouse Strategy Change business and was a member of the Chairman’s office.
Craig Moss is the Director of CGE’s Digital Supply Chain Institute (DSCI) and chief operating officer of the Center for Responsible Enterprise and Trade (CREATe.org), a non-governmental organization (NGO) helping companies around the globe prevent piracy, counterfeiting, trade secret theft, and corruption and benchmark their practices against other companies.
At CREATe, Craig leads the ‘CREATe Leading Practices’ service and works with companies and their value chain partners in key emerging markets and elsewhere to assess and implement business processes to prevent corruption and protect intellectual property, trade secrets and confidential information from cyber and other risks. He has developed a methodology to help companies mature their practices over time.
Craig is also an Executive Adviser to Social Accountability International (SAI) where he has designed and led numerous programs helping Fortune 500 companies implement improved supply chain sustainability practices. At SAI, he co-developed the Social Fingerprint management system assessment and the TenSquared change management programs. Previously, Craig founded Global Access Corporation, where he led more than 3,000 business development projects in 50 countries.
Shawn Muma is the Technology Research Leader for CGE’s Digital Supply Chain Institute (DSCI).
His experience includes structuring and managing technology alliances for IBM in the U.S., Europe, Asia, Middle East and South America in a wide variety of industries including aerospace and defense, investment banking, retail banking, chemical and public sector. In addition to the US, he has lived and worked in London, Bangkok and Beijing giving him a broad perspective on challenges facing global corporations. He has designed and implemented governance models and management systems in a variety of multi-partner environments and has vast experience in dealing with the complex issues encountered in multi-cultural environments.
Among his accomplishments is the initial technology development and management for the London based Continuous Linked Settlement Bank, a consortium of more than 50 global banks that handles simultaneous settlement for $7 trillion in daily foreign exchange transactions.
He holds an MBA from the Wharton School and has been a lecturer on Global Operations Management for graduate students at Washington University in St. Louis.
Dr. David Kurz is a Research Fellow for the Digital Supply Chain Institute (DSCI). He is an expert on organizational learning and leadership development. His research and practice focuses on improving collaborative performance enabling effective strategy execution. Dr. Kurz advises global organizations such as Coca-Cola, J&J, Colgate Palmolive, General Mills and MasterCard on innovative learning and leadership development strategies.
He is a former Director at Wharton Executive Education and Director of Wharton’s Center for Learning Leadership. Dave has over 27 years of experience working with fortune class global companies in operations, strategy and talent development. He has been a Principal Consultant with PricewaterhouseCoopers and Accenture.
Dr. Kurz currently holds a faculty appointment as a clinical professor in the management department of Drexel University’s LeBow College of Business, where he is a leader in developing the school’s capabilities in experiential learning.
He holds Masters and Doctoral degrees from the University of Pennsylvania.
Center for Global Enterprise (CGE)
CGE is a nonprofit, nonpartisan research institution devoted to the study of global management best practices, the contemporary corporation, economic integration and their impacts on society. The Center was founded by Samuel J. Palmisano, former CEO and Chairman of IBM, to advance the management science that fosters successful global companies and to make these best practices available and accessible to the current and next generation of business leaders.
About the Digital Supply Chain Institute (DSCI)
The Digital Supply Chain Institute (DSCI) is a leading-edge research Institute focused on the evolution of enterprise supply chains in the digital economy and the creation and practical application of supply chain management best practices.
The Institute focuses on key management areas of the digital supply chain:
• Demand: real time continuous engagement with customers
• People: company culture and organization
• Technology: enterprise/platform agility and customer visibility
• Risk: mitigate risks and enhance management capabilities