Learning Objectives
It seems obvious: A more effective supply chain means better financial performance. You know it, but how do you show it?
This Webcast explores a proven three-step methodology for improving your financial performance through better managed supply chain business processes like forecasting, procurement, quality, service and call centers.
You’ll walk away with a new perspective about how to identify opportunities to drive and demonstrate improvement across the three key drivers of financial performance – revenue growth, profitability and asset utilization. A case study will help explain how you can:
- Link financial performance and supply chain management (SCM).
- Demonstrate the strategic benefits of improved SCM to senior executives.
- Identify areas where SCM can have the most positive effect on finances.
- Use financial benefits to develop organizational support.
- Build a better business case to secure funding for SCM initiatives.
Program Content
Although SCM has the potential to significantly improve financial performance, relatively few companies use SCM as a strategic weapon. Learn about a three-step top-down approach to making the connection between financial performance and SCM:
- Step 1: Establish benchmarks for key SCM-related financial metrics and the value of gaps calculated. The values of the gaps are an effective means to identify areas of opportunities and communicate the need for change.
- Step 2: Link gaps in financial metrics to SCM-related business processes, activities and tasks, and key performance indicators. This provides a better understanding of the cause-and-effect relationships between SCM and financial performance.
- Step 3: Use the information provided in steps 1 and 2 as the foundation for exploring and prioritizing SCM initiatives like improved forecasting, procurement and service.
This top-down approach provides a disciplined methodology for estimating the monetary benefits and understanding the critical success factors and the risks of SCM initiatives required for building a business case. It also highlights the need for changes in scorecards to facilitate an enterprisewide view of SCM.
Participant Level of Understanding
This program is intended for participants with an interest in using SCM to improve financial performance and those needing to help others in their company better understand the real value of SCM.
Who Should Attend
All executives – CEO’s CFO’s, COO’s, CIO’s, etc, – and all supply chain professionals interested in optimizing SCM to improve financial performance.
About D.K. Singh, ConAgra Foods; Stephen Timme, PhD, FinListics and the Georgia Institute of Technology; and Fred Haubold, SAS
About DK Singh
DK Singh has 22 years of project management application experience in the consumer product, electronics, computer, auto, and power equipment manufacturing environment with direct experience in engineering and supply chain, including procurement (direct and indirect), logistics, supply-demand, inventory management and operations.
Singh is currently the Senior Vice President of Enterprise Procurement for the ConAgra Foods and has the responsibility of $6 billion spend for the direct, indirect and contract manufacturing. He has been with ConAgra Foods since March 2006.
Prior to his current position at ConAgra Foods, Singh spent three years at Motorola where he held senior executive roles in Procurement. He was the Vice President of Procurement for Motorola’s Mobile Devices Group and had the responsibility of $12 billion sourcing for the hand set business. Prior to this, Singh was the Vice President with Motorola’s Global Procurement function with the responsibilities of Indirect Global Sourcing with more than $6 billion spend.
Before joining Motorola in 2003, Singh spent 15 years with IBM in many different leadership roles, including product development, engineering, logistics, supply/demand, inventory management, and global procurement. His last responsibilities at IBM included managing Global Services Procurement with significant responsibilities.
Singh has a master’s degree in industrial engineering, a bachelor’s degree in mechanical engineering and has been registered Professional Engineer (PE). He has published many articles related to manufacturing and supply chain in external and internal journals.
About Dr. Stephen G. Timme
Dr. Stephen G. Timme is President of FinListics Solutions and CFOED and Adjunct Professor at the Georgia Institute of Technology. FinListics Solutions is an innovative financial software and education services organization based in Atlanta. He is responsible for content, customization and management of delivery. Dr. Timme also teaches in the Executive Masters in International Logistics program and The Logistics Institute at the Georgia Institute of Technology. He was previously a Professor of Finance at the Roberto Goizueta Business School at Emory University, where he twice won the Outstanding Teacher of the Year Award.
About Fred Haubold
As General Manager of the Manufacturing and Services Business Unit for SAS, Fred Haubold leads a staff of 90 and encourages them to capitalize on every experience and opportunity in order to meet and exceed their sales targets. Haubold works to ensure the success of his business unit by focusing on the importance of customer relationships, professional growth, global strategy development and the promotion of SAS as the market leader in business intelligence software and services.
Haubold is responsible for developing new sales strategies to maintain and expand the renewal base for existing accounts within the Manufacturing Vertical. The Manufacturing Vertical includes a national manufacturing industry team, which has concentrations in automotive as well as high tech manufacturing.
During his thirteen years at SAS, Haubold has held the roles of World Account Manager, Sales Team Manager and Sales Director. Haubold served as the Director of the Ohio Valley and Central regions, and later expanded his leadership role to manage the Manufacturing Vertical as General Manager. Haubold continues to make his mark by leading with compassion, dedication, professionalism and a drive to succeed. He has enjoyed consistent success in building strong sales teams within SAS that positively impact the company’s sales growth.
With a bachelor’s degree in business administration from Marquette University, Haubold began his career in the software industry with Automatic Data Processing and then with Comdata Corporation. Next, Haubold acted as regional sales manager for the software company Dynatech Newstar. Haubold joined SAS in 1994 as an Account Manager for General Motors in Detroit.
