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This event is open for all professionals interested or currently working in Starups in Hanoi, or supply chai professionals in Hanoi, or who are interested in looking for business collaboration for U.S. market through meeting with a delegation of Baylor University (U.S.), Executive Master Program.

CAREER OPPORTUNITIES

SUPPLY CHAIN MANAGER - Detmold Packaging

This role is key member of DPV management team with participation in the development and implementation of strategies to achieve superior, sustainable business outcomes.

PROCUREMENT EXECUTIVE - PHILIP MORRIS

1. PURPOSE OF THE JOB:

Briefly summarize the job's overall purpose or role. What is it expected to be achieved?

Provide overall the support and co-ordination of the procurement & logistics and other related functions.

Ensure the procurement process which fully integrated with the business and the supply market place in a cost effective manner whilst fully comply with relevant PMI & VPM Branch P&P.

Cordinate with VPM to ensure a logistic system which fully integrated with production activities in an effective, efficient manner whilst fully comply with custom regulation and VPM Branch requirements. 

 

2017 Management Trainee
DHL Supply Chain - a business unit of DHL Global, is the global market leader in contract logistics, providing warehousing, managed transport and value-added services at every link in the supply chain for customers in a variety of industries.

WORKSHOP: SALES AND OPERATIONS PLANNING - GETTING BACK TO THE FUNDAMENTALS

Tue - 4/4/2017 @ 08:00



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WORKSHOP: SALES AND OPERATIONS PLANNING - GETTING BACK TO THE FUNDAMENTALS

HCMC, April 04th 08:00 a.m. - 10:00 a.m. 

 

 

Sales and operations planning have been in practice for many years probably a few decades even. However, companies still fail to grasp the complete benefit. Here is a deeper perspective into why companies are still struggling with the correct decision making process. Its all about the fundamentals

 

Speaker: Fausty David, Sr Manager, Global Demand Management, Amphenol FCI 

 

Amphenol FCI is the second largest connector manufacturing company in the world.  5.5 B USD 2015

 

Fausty David comes with about 13 years of experience in the supply chain domain.

He has been working with AICC (formerly FCI) since June 2005 in the supply chain and operations. He currently looks after the Global Demand Management function at AICC and is located in Singapore.  He is responsible for Sales and operations planning : Demand Management, Inventory, Supply and capacity management at AICC.

In previous assignments he has engaged in sales strategy , supply chain re-engineering and has worked on several lean initiatives within the operations.

 

 

 

 

 

Register here: https://goo.gl/forms/Io5rvXpaCen9opkO2

 

DO YOU KNOW:

 

1.     S&OP emerged from industry practices at the end of the 1980's and then was developed into an academic field of interest.

2.     Implementation of S&OP can give some benefits for organization included :

-       Increased forecast accuracy by 18-25%

-       Increased sales revenue by 10-25%

-       Increased on time delivery by 10-50%

-       Inventory reduction by 18-46%

-       Safety stock reduction by 11-45%

-       Increased productivity by 30-45%

3.     Only 10% of organizations with an S&OP process have “world-class” processes

4.     64% of organizations could use S&OP for more than basic supply and demand

5.     75% of organizations need more executive commitment to S&OP

6.     Over 90% of companies believe that S&OP improves supply chain agility

7.     Largest S&OP challenges :

-       Understanding and support by the executive team : 39 %

-       Clarity of supply chain strategy and supply chain excellence : 29%

-       Technologies that support the process : 18 %

-       The role of finance and the budget : 11%

-       Availability of skilled resources : 4 %

8.   How the S&OP plan is executed :

-       Execution is not connected to S&OP plan : 9%

-       Trying to execute the S&OP plan, but hardly do in practice : 25%

-       Executing the S&OP plan most of the time : 35%

-       Executing the S&OP plan nearly all of the time : 19%

-       Only 13% of companies rate themselves as being good at connecting S&OP planning to execution