The Alden Global

The Asia Pacific Most Important Gathering of Supply Chain, Logistics and Procurement Leaders and their Teams in Singapore.

200+

Attendees

150+

Companies

20+

Industries

25+

Attending Countries

Featured Speakers

Solutions Zone

Solutions to take you to the next level.

The solutions which fit your need and company and help you transform to next level.

Glimpse

Agenda

Global & Regional Business trends Share-out

  • Global Trades Flow and Economics Policy
  • Macro Trends that Will Impact Future Business, and the Implications for Supply Chain
  • Impacts from Regional Economic Cooperation and Integration on Supply Chain, Logistics & Procurement
  • Continuously Innovating and Transforming Due to the Changing World and Challenges
CRAIG RAWLINGS, PARTNER | KPMG

E-Commerce Fulfillment: Gearing up for the New Trends

JASON STEVENS, VP FULFILMENT | DHL

The transition from S&OP to Integrated Business Planning

  • IBP necessitates "Commercial sponsorship" instead of mere "Supply Chain centricity"
  • Leadership behaviors not akin to sponsoring "something new and happening" instead drive "practical ownership" of IBP to make key management decisions or guide future actions.
  • IBP drives enhanced trust, empowers middle management thereby building people capability. Not just centered around "technological enablement" of the process.
MANISH SHAKALYA, HEAD OF INTEGRATED BUSINESS PLANNING, CHOCOLATES AMEA | MONDELEZ

The CXOs expectation from Supply Chain, Procurement & Logistics in the disruptive business environment.

  • What are the expectation of CXOs on strategies for transformation of Supply chain, Logistics & Procurement for tomorrow?
  • How are the decision makers planning to leverage IOT, Analytics, Big Data, AI and Blockchain in Supply chain, Logistics & Procurement for formulating strategies to beat the competition at next level?
  • How to use disruptive technology to your advantage ? How can you differentiate what is important & what is nice to have?
MANISH SHAKALYA, HEAD OF INTEGRATED BUSINESS PLANNING, CHOCOLATES AMEA | MONDELEZ MOHIT WADHAWAN, DIRECTOR LOGISTICS & CUSTOMER SERVICE | MONDELEZ MANISH SHAKALYA, HEAD OF INTEGRATED BUSINESS PLANNING, CHOCOLATES AMEA | MONDELEZ SUNDARARAMAN ANANDAN, HEAD LOGISTICS APAC | COCA-COLA MICHAEL SKYUM, SVP & HEAD SUPPLY CHAIN & PROCUREMENT | BW OFFSHORE

The Business landscape of tomorrow. How technology, internet and innovations can make you Win?

  • How new technologies such as Machine Learning, AI, Blockchain and Internet of everything will change our lives
  • The professional of the future. It is not enough to be the smartest person in the room
  • Key personal and professional advice to use technology in your favor and have the life that you want to live
FELIPE DAGUILA, HEAD APAC STRATEGIC PRODUCTS AND PARTNERS | GOOGLE

Digital Business Transformation; The Journey Must Begin Now

  • Why digital matters?
  • How Digital is transforming businesses?
  • How companies are driving digital transformation?
ASHISH PUJARI, GENERAL MANAGER & VP IOT & SUPPLY CHAIN APJ | SAP

Supply Chain 2020 a Telecom Perspective

  • A perspective of Supply Chain in Telecom Sector
  • How to use IOT in Supply Chain?
  • Areas Ericsson is working for the next generation of Supply Chain
  • Landscape of Industry changes with IOT
KAMISH MIRZA, HEAD SUPPLY CHAIN APAC | ERICSSON

"TheStratApps" a novel approach to Procurement Strategy.

  • While the fact that the purchasing and supply management function (PSM) has become a factor of major strategic importance has been widely accepted, latest research has shown that the PSM function still lacks strategic business level recognition in many corporations?
  • With "TheStratApps" we provide a method to assist PSM practitioners to attain the strategic recognition which literature indicates is needed.
  • "TheStratApps" originated from the Theory of Constraints (TOC) logical thinking process and its application to the field of purchasing and supply management to increase purchasing efficacy.
  • It provides a prescriptive method to tell PSM practitioners not only what needs to be changed to improve a particular undesirable situation but also provides detailed guidelines how to cause this change. When used comprehensively, the method presented provides a novel approach to develop and successfully deploy procurement strategy.s
MARTIN SCHREINER, DIRECTOR GLOBAL PURCHASING & SUPPLY CHAIN | VISHAY OPTO DIVISION

Leveraging Supply chain visibility & Predictive Analytics

  • Visibility to your demand, procurement, manufacturing execution and logistics is key to achieving operational excellence which determines your organization's ability to fulfill a customer demand on time.
  • While supply chain processes have matured, leaders also demonstrate the convergence of B2B and B2C capability.
  • Orchestrating a closed-loop integration between planning and execution is imperative.
  • With all the automation in planning and execution systems many leaders still go thru daily firefighting to mitigate their challenges and could not predict in advance what they could have done better to avoid the daily challenges.
  • It is time to sit back and ask the system of engagement (SOE) and system of prediction (SOP) about the status of customer orders in the value chain whether in-house or across contract manufacturers or transportation carriers located worldwide.
  • This challenge and the Industry 4.0 adoption requires businesses to be part of a network of networks which we call as
  • "Business Networks" just like your LinkedIn or Facebook network.
BHARANI RANG, CEO | SOLVANNI

Digitizing your business -From Strategy to Implementation

  • The Three Phases of Digital Transformation
  • The Digital Transformation Journey
  • Experimentation at the Edge
  • Collision at the Core
  • Reinvention at the Root
INDRANIL SEN, GM & HEAD | APRIL

Balancing Demand and Supply in a Dynamic Environment

  • Balancing demand and supply is a trade-off requiring multi-party orchestration
  • Shared objectives on cost containment in internal operations and service excellence in customer experience can be used to facilitate decision making
  • Effective execution requires formally defined roles to identify and manage changes to plans based on clear exception, escalation rules on a daily, weekly, and monthly basis
  • Analytics-infused supply chains will be better able to support the complex, shifting equations of demand, inventory, and fulfillment
  • Enhancing visibility with trading partners and service providers helps in proactively balancing the demand load and improves supply reliability
DEVENDRA PENDHARKAR, HEAD REGIONAL SUPPLY CHAIN APAC | DSM

Autonomous Trucking: Driving the Future of Freight!

  • While there has been considerable attention paid to the future of autonomous vehicles for passengers (the Google car being a prime example), autonomous trucking offers much more promise in the near term.*
  • Hauling freight with autonomous trucks offers big benefits from both cost and safety perspectives and hence creates an immediate business case for implementation.
  • This presentation highlights elements of this business case as well as shows the state of the art in development of autonomous trucks.
  • While autonomous trucks may not be running on most Asian roads soon, there is nothing to prevent leading Asian technology companies from building the technology needed!
DAVID GONSALVES, CEO & RECTOR | MISI

Cost & Complexity reduction in End to End Supply Chain through Innovation & Simplification

  • End to End Gross Margin Improvement Program (GMIP) structure - A proven holistic model to optimize costs in the short and long term at a global scale
  • Levers of the GMIP model:
    • Portfolio Simplification (simplification of product and network to release capacity and improve productivity)
    • Value Engineering (ingredient and packaging material tear down, competitive benchmarking and execution cost reduction opportunities
    • Sourcing and buying Optimisation
  • Organisational capability and governance for successful execution
ADEL SENNA, GLOBAL DIRECTOR SUPPLY CHAIN OPTIMISATION | GSK

End to End Supply Chain in Life Sciences Sector- A Leader's Perspective

  • Role of Supply chain in the changing world - managing cost and delivering on regulatory reform
  • Lights out operations and digital supply chain
  • Case studies from Asia
ISHITA DHAMANI, DIRECTOR, ASIA PACIFIC ADVISORY | ERNST & YOUNG

Digital Supply Chain Finance and Blockchain

  • Supply Chain Finance is increasingly becoming a key enabler to achieve supply chain metrics for a corporate.
  • This is no longer just a working capital solution for supplier/buyers, it is a revenue player. Banks are rapidly adopting a digital approach to integrate corporate supply chain process & system including blockchain solution.
  • How bank's supply chain finance proposition can be integrated with a corporate supply chain to form a fully integrated supply chain network ?
SARAT MOHANTY, HEAD TRADE FINANCE | STANDARD CHARTERED

Agile, Informed & Integrated Logistics and Supply Chain leveraging Big-data, Analytics & IOT.

  • In today's intelligent logistics and supply chain landscape, businesses have to be ready and be able to capture and fulfill customer orders anywhere, anytime while simultaneously lowering logistics costs.
  • Businesses need to be competitive by adopting modern, flexible, end-to-end supply chain solutions. To stay flexible and innovative, companies need to connect processes, empower employees and simplify operations and the associated supply chain systems using digital solutions with IOT technologies. Logistics and supply chain transformations are possible today as a result of disruptive technologies like the Internet of Things.
  • With the visibility and analytics delivered by connected devices, companies can make the right decisions at the right time.
  • Using IOT system, companies can safeguard profitability and customer service.
  • Improvements in business using IOT technologies so that companies can stay ahead on the digital revolution.
ROGER LEE, DIRECTOR | SINGAPORE INSTIUTE OF MATERIALS MANAGEMENT

Unlocking the Potential - 4PL /LLP

  • Why it is vital to review the potential of 4PL or Lead Logistics Provider (LLP) model and its impact on strategic decision making & shipper logistics operation in an organization ?
  • 4PL/LLP best practices in the industry and benefits to the shipper community in Asia ?
SUNDARARAMAN ANANDAN, HEAD LOGISTICS APAC | COCA-COLA

Transforming into a customer-centric Supply Chain and Logistics - Panel

  • To truly transform your supply chain into one that is focused around what the end-customer needs, you need a plan that addresses a range of organizational factors, including vision, strategic intent, behavior, technology, organization, processes, and metrics.
  • How should you conduct end-to-end maturity analysis and evaluate the current state of the existing supply chain?
  • How should you create value, driving impact, and measure results?
  • How sustainable and adaptable is your supply chain, and what is your vision for the future?
  • Your supply chain network agility matters.
  • How you are tackling logistics outsourcing and transportation network optimization?
  • What are the challenges of Last mile, reverse Logistics and first mile pickup. How you can address them?
  • Leveraging Demand signal & Planning
  • How should you improve your flow in Warehouse and transport operations and eliminate waste.
MICHAEL NIELSEN, REGIONAL HEAD LOGISTICS | CATERPILLAR INC. SANDEEP ANAND, HEAD SUPPLY CHAIN & LOGISTIC | DELMONTE ASIA | PHILIP MORRIS INTERNATIONAL ISHITA DHAMANI, DIRECTOR, ASIA PACIFIC ADVISORY | ERNST & YOUNG HERMAN CHEUNG, TRADE MANAGER

Omni-channel strategies changing the warehousing landscape

  • The omni-channel sales strategy is the buzz word and gaining ground very rapidly for brand owners, MNC and retailers alike.
  • This approach is very much driven by the many possibilities of new technology allowing consumers interact through different platforms and companies' drive to be more closely attuned to creating the best customer experience.
  • We now not only see shopping malls, department stores becoming more and more empty as consumers are buying online. This shifting consumer buying patterns is impacting the way companies are to distribute their products.
  • How can distribution channels continue to be optimized across a changing landscape and what does this mean for the warehousing needs and locations?
ANNEMIEKE GELDER, VP LOGISTICS | SIVANTOS (FMR)

Procurement Your Road to 2020

  • In next three years what the key changes / influences that will shape Procurement agenda;
  • How procurement needs to respond? Is the functional expertise commitment going to be diluted?
  • How are organisations shaping up? What the winning organisation interfaces looking like?
  • Key trends - Supplier buyer collaboration network, Total system optimisation, Digital disruption etc.
DYUTI RAJ ANSHU, GLOBAL HEAD PROCUREMENT | PZ CUSSONS

End to End collaboration & integration with complex global supplier network

  • Three hard truths in the world of globalisation are
    • More and more we will have a global network of supplies both 3P suppliers as well as own production network and no market will be self-sufficient.
    • Geo-political risks coupled with traditional supply chain reliability challenges are on a rise complicating our lives and finally
    • Organisational dynamics both internally and externally are not necessarily creating a trusted environment. So the need for Integration and greater Collaboration has never felt so important today than anytime before.
  • Case studies- Shell & Coke.
SUBHA DUTTA, GLOBAL HEAD SOURCING & LOGISTICS | SHELL

How to drive value in procurement-Panel

  • What to look beyond strategic Sourcing ?
  • Are you seeing your procurement through the Total Value Delivered Lens ?
  • Is your procurement having internal or external customer alignment ? What is its degrees ?
  • Supplier relationship management will help create sustainable value
PETER CHEN, VP & HEAD PROCUREMENT CAPABILITIES | AXIATA SAI SHYAM TANTRY, GLOBAL DIRECTOR PROCUREMENT | NCR PENNY CHONG, HEAD PROCUREMENT | MAYBANK KIM ENG KEVIN LAI, PROCUREMENT & SUPPLY CHAIN INTEGRATION LEAD | SHELL

Cultivating Value Procurement in Public Service

  • Procurement and its internal stakeholder's lack of understanding leads to misalignment of commitment and business needs.
  • Be closer to Internal Stakeholders & External Suppliers by Collaboration and Building Up Market Capabilities
  • Buy Cheaper by Delivering Value-For-Money
  • Enable Faster Time-to-Market by Shortening Procurement Lead-time and (4) Make Simpler by Driving Process Automation.
  • Think BIG, Start SMALL, Act FAST
SEBASTIAN CHUA, HEAD PROCUREMENT | HEALTH PROMOTION BOARD

Transformation of Shared Services - Are you prepared for the tomorrow's needs?

  • Transformation - what does this mean to you?
  • Shared Services - Past, Present, Future
  • Ready for next wave?
PENNY CHONG, HEAD PROCUREMENT | MAYBANK KIM ENG

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