This Webcast is the third of five episodes in the Supply Chain Excellence Series, which examines emerging supply chain strategies and technologies for manufacturers.
Learning Objectives
Join a panel of industry experts from Qualcomm, Gardner Denver and SAS to explore a major transition taking place in the post-production service chain – smart service chains. Made possible by smart services technologies, these service chains allow companies to anticipate the future actions they need to take to make sure customers are more than satisfied – they are delighted and become vigorous advocates of the products they buy.
You will learn:
- Which key technologies are helping organizations transform from being reactive to proactive.
- What results best-in-class companies have experienced by implementing smart service technologies.
- The roles of quality improvement and predictive maintenance.
- How to design a path for your organization to move into smart service.
Program Content
A recent Aberdeen study describes how companies are building competitive advantages with smart service chains that help them:
- Increase the availability of service assets.
- Improve resolution rates for first-time problems.
- Reduce the time it takes to perform repairs.
In order to gain these advantages, companies are turning to technologies that allow them to perform predictive analyses, determine what customer and product information is most critical, and deliver accurate information faster. Such technologies also provide the ability to monitor and report on data and issue early-warning alerts.
The key, however, is taking a comprehensive approach across multiple phases of your supply and service chains.
Smart service chains begin with using technology to improve quality during the design and manufacturing phases. Addressing quality issues early will reduce the need for you to confront additional problems and customer dissatisfaction later in the service life cycle.
Next, you can apply these technologies to enable predictive maintenance during the post-production phase. The benefits are plentiful – you can issue replacement orders before customers run out of stock, offer service assets before repairs are needed and collect data about product use that can influence design improvements. Additionally, you can identify root causes of failure and trigger corrective actions that include repairs, upgrades, and technician and part dispatches.
The final result of smart service chains is simple but critical – customer retention and customer growth that stems from continuously excellent experiences.
Participant Level of Understanding
This program is intended for participants with an interest in smart service chains, quality improvement, predictive maintenance, and how to make overall improvements to supply and service chains.
Who should attend
- Executive vice presidents and senior vice presidents.
- Service directors and managers.
- Executives responsible for aftermarket or service support.
- Customer support/customer excellence managers.
 |
Learn how SAS® Service Intelligence helps organizations monitor, predict and optimize their entire service chain to transform after-sales support operations from disconnected cost centers into integrated profit centers. |
|
About Mark Vigoroso, Qualcomm; Mike Bakalyar, Gardner Denver; Michael Newkirk, SAS
Mark Vigoroso, Chief Services Strategist, Qualcomm
Mark Vigoroso has spent the past 12 years in the service and supply chain arenas and is a Supply & Demand Chain Executive "Pro to Know" (2008). As Chief Services Strategist for Qualcomm Enterprise Services (QES), Vigoroso works with industrial, commercial, medical, construction equipment and other OEMs and their service providers in developing and sustaining business cases for "Smart Services" solutions and in commercializing these offerings for mass-market adoption.
Prior to joining Qualcomm, Vigoroso spent five years at the Aberdeen Group, where he founded the market-leading Service Chain Management research practice and the Chief Service Officer’s Summit Series. He also served as Aberdeen’s Chief Research Officer. During his tenure at Aberdeen, Vigoroso researched, published and consulted on technology and business best practices in field service optimization, service inventory management, remote product service, service contract management and other service supply chain disciplines.
Vigoroso has also held senior product management, business development and marketing roles at a number of procurement and supply chain technology providers. He is currently the blogmaster of www.SmartServicesBlog.com, a board member at Arizona State University's Center for Services Leadership (CSL), a member at The First Wednesday Group: An Executive Roundtable for Services and Support Leaders, and an advisory board member for the International Quality and Productivity Center (IQPC) Service Management conference series.
Mike Bakalyar, Manager, Enhanced Services, Gardner Denver
During his more than 30 years of work in the compressed air industry, Mike Bakalyar has served in management roles for two major distributors developing and directing technical service teams that specialized in system evaluation and problem solving. He has worked with his teams in developing tools and processes that accurately profile demand and power, providing a valid basis for modeling solutions and assuring that project implementation delivers the modeled (promised) results. He has served in an advisory capacity for major compressor and dryer manufacturers, promoting the importance of best-practice performance and reliability in "real" operating environments. Bakalyar is currently serving on staff at Gardner Denver Inc. to develop and implement a suite of enhanced services that include system training, audit and evaluation standards, system controls and remote monitoring.
Michael Newkirk, Manufacturing Industry Marketing Manager, SAS
As Manufacturing Industry Marketing Manager, Michael Newkirk is responsible for driving the development of industry-specific marketing strategies, messaging and positioning of SAS® solutions to manufacturing-based companies and supply chain- and service chain-based organizations that transverse various industries (i.e., manufacturers, retailers, etc.)
Prior to joining SAS, Newkirk held a number of senior executive positions in strategic planning, operations, marketing, product development and service lifecycle management. This included a stint as Director of Marketing at a joint venture between FANUC and General Motors which became and remains the largest industrial robotics company in North America. He has more than 25 years of experience in North America, Asia Pacific and Europe, managing technical customer service, applications engineering, manufacturing, marketing and technical support staff for hardware and software systems used in a wide variety of manufacturing industries, including aerospace and defense, automotive, semiconductors and electronics.
Newkirk has held numerous positions in trade associations, including President of the Surface Mount Equipment Association of IPC, and served on a congressionally funded National Institute of Sciences industry and academic study group to analyze the competitiveness of Japanese and American manufacturing engineering education. Newkirk holds a bachelor’s degree and master’s degree in business administration, has been certified by the Society of Manufacturing Engineers since 1983 and is also a member of APICS, the association for operations management.
