Case Study: Red Wing Shoe Company Makes Giant Steps with SIOP

Case Study: Red Wing Shoe Company Makes Giant Steps with SIOP

Red Wing Shoe Company will discuss how the company has created a demand-driven supply chain and taken huge steps to increase forecast accuracy, reduce inventory, improve fill rates, boost collaborative visibility with key suppliers, and accelerate a productive sales inventory and operations planning (SIOP) cadence.

  • Learn how to drive operational excellence through supply chain processes
  • Hear how to create a demand-driven supply chain
  • Get tips on how to create or fine tune your SIOP (or S&OP) process

Mallery Dosdall
Demand Planning Manager
Red Wing Shoe Company

Mallery is responsible for forecasting inventory needs and helps set the strategic plans around supply and demand. She is a company-wide driver for process improvements and efficiencies with her eye locked on the overall demand for products and services. She also plays in instrumental role in leading the sales inventory and operations planning (SIOP) process.


Fact-Based Negotiations

Fact-Based Negotiations

This presentation will include the following:

  • Burning Platform
  • Organizational Changes
  • Process/Governance
  • Results
  • Lessons learned

Doug Weston
Director, Purchasing

Doug Weston is the Purchasing Director for the Energy & Transportation Division of Global Supply Network Division of Caterpillar Inc.. Doug has buying responsibility for over $4.5B which includes Engine Components and Assemblies, Fuel Systems, Generators, Rough and Machined Castings.

Doug began his career in 1984 with Sundstrand Aviation as a cooperative education student. While at Sundstrand, Doug was a Service Manual Writer for B1B, C5A and Cessna 182.

Upon graduation in December 1985, Doug joined Martin Engineering as a Research and Development Engineer. Doug was promoted to Product Manager with responsibility for the Flow Aides product line.

In 1986, Doug joined Caterpillar at the start up of the Lafayette, Indiana Large Engine Center as a Special Engineering Requirements Analyst. Over the next 2 years, Doug held a number of positions in Supply Chain and Requirements Planning.

1988 was the first year Doug moved into Purchasing. From 1988 to 1999 Doug progressed through the Global Purchasing organization where he has held every position supporting every business unit.

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From the Plant Floor to the Balance Sheet: A Case Study on a World-Class Business Performance System

From the Plant Floor to the Balance Sheet: A Case Study on a World-Class Business Performance System

  • Thinking differently about supply chain performance measurements and problem-solving with zero-loss thinking
  • Creating and sustaining a culture of engagement within decentralized supply chains
  • Defining the foundational components to supply chain excellence for global manufacturers

Phil McIntyre
Managing Director, Client Development & Marketing
Performance Solutions by Milliken

Phil has been with Milliken for over thirty years. He’s successfully led several business units within Milliken & Company to profitable growth and financial sustainability, as well as the Performance Products Division Milliken Performance System implementation. Phil was Director of Cost Improvement and spent time as the Pursuit of Excellence Director responsible for integrating customer needs with manufacturing and business capability. Early in his career, Phil worked in several different manufacturing locations for Milliken & Company across the southeast. He credits this early diversity in job responsibility and scope as the beginning of his in-depth knowledge of continuous improvement, his appreciation for sustainable, empowered safety processes and systems, and the criticality of establishing the right financial metrics to drive the right behavior.


Fix the Data Disaster in Your Business to Realize Key Benefits that Maximize Enterprise Speed to Revenue

Fix the Data Disaster in Your Business to Realize Key Benefits that Maximize Enterprise Speed to Revenue

Learn how successful companies are leveraging critical data from across the supply chain with an Enterprise Cloud Backbone to eliminate risk to their brands and reputations, and accelerate revenues. Join this session to hear how to:

Unify existing data and technologies
Break down information silos and harmonize across enterprise systems
Enable collaboration across your extended enterprise
Increase return on existing IT investments
Optimize go-to-market and maximize speed to revenue

Matt Smith
President and Founder

Matt is the President and Founder of ICIX, where he is responsible for determining the company’s vision, setting ICIX corporate strategy and driving execution of that strategy across the business. A recognized authority in supply chain risk management and product safety, he works with industry leaders, governments and advocacy groups to determine and champion industry-wide supply chain solutions. His expertise includes food and product safety, supply chain compliance, corporate social responsibility, government regulation, testing, inspection, and certification. Matt is passionate about food and product safety, helping companies address global supply chain challenges and protecting brand integrity.

Preparing Your Supply Chain Organization for Growth by M&A

Preparing Your Supply Chain Organization for Growth by M&A

  • Redefining fast by transforming how M&A and Supply Chain strategy are used to drive growth and new capabilities to respond to market trends
  • A new standard of execution: Integrating new acquisitions into large, global organizations with quality and speed
  • Managing the technical complexity of integration without disrupting KPIs driving operational performance

Aisha Steptoe
Group Director, System Transformation Operations
The Coca-Cola Company

Aisha Steptoe is the Group Director of System Transformation Operations/PMO in the North America Product Supply System division for The Coca Cola Company. In this role, Aisha provides strategic leadership for the Coca Cola Refreshments (CCR) Supply Chain organization to develop operational strategy, governance, and program management execution for a multi-year business transformation initiative to implement a new supply chain operating model with Coca Cola’s Independent Franchise Bottling network across operational business processes, people, and technology platforms. In her previous roles at The Coca Cola Company, Aisha developed and executed supply chain integration strategies for the organization’s key manufacturing and distribution M&A initiatives.

Prior to joining The Coca Cola Company in 2012, Aisha had several years of experience assisting other global organizations develop strategies to optimize business processes, mitigate operational risk, and drive productivity in key areas such as supply chain strategy, manufacturing, demand planning, logistics, production planning, inventory management, product commercialization, and program management. Her vast experience in the Consumer Products industry spans multiple categories such as food, beverage, paper, and hygiene products.

Aisha’s prior industry roles include Director, Supply Chain Management for Associated Hygienic Products LLC (acquired by Domtar in 2013 and the leading private label manufacturer of baby diapers) with ownership for supply chain strategy, manufacturing, supply planning, procurement, product commercialization, and customer-specific logistics programs for key accounts such as Wal-Mart, Target, HEB, Kroger, CVS, and Publix. She also held prior roles with KPMG LLP as Manager, Advisory Services (management consulting), Georgia Pacific in a Category Planning role for the Retail Consumer Products Division (towel/napkin category), and began her career in supply chain with General Mills, Inc. in a variety of Supply/Logistics Planning, Demand Planning, Manufacturing, and Distribution roles. Aisha has an MBA in Supply Chain Management & Marketing from the University of Wisconsin-Madison and a Bachelor of Science degree in Aviation Technology from Purdue University.


Case Study: Reinventing Customer Success for Today’s Digital Supply Chain

Case Study: Reinventing Customer Success for Today’s Digital Supply Chain

  • Walking through Mohawk’s experience growing their business and setting the stage for future success in a competitive marketplace currently facing declining demand
  • Reinventing the relationship between suppliers, manufacturers, and customers by rethinking how supply chains function and serve all stakeholders
  • Taking a people-first strategy followed by strong processes leveraging the right technologies to deliver game-changing improvements
  • What can Mohawk do today that it could not do five years ago? What will it be able to do five years from now that it cannot do today?
  • Offering lessons learned and best practices that other companies can take away from Mohawk’s experience

John Angleson
SVP of Supply Chain

John started with Mohawk in 2000 as Manager, Distribution Operations. Over the years his responsibilities have increased to include the supervision of customer service, inventory planning, production scheduling, purchasing, logistics and sales operations. In 2016, John assumed responsibility for the Business Process and Information Technology Group. In November 2017, he was promoted to SVP of Supply Chain for Mohawk. As the role of business analytics and customer collaboration has become vital to Mohawk, John will continue to look for synergies with both customers and suppliers. Prior to joining Mohawk, John worked at Pepsi Bottling Group and served in the US Army. He holds a BS degree in Computer Science and Business Administration from Norwich University.


How Blockchain is Advancing a New Era of End-to-End Transparency in Global Supply Chains

How Blockchain is Advancing a New Era of End-to-End Transparency in Global Supply Chains

  • Explaining how distributed ledger technology is a game-changing new tool for supply chain executives
  • Highlighting some early adaptors who are already incorporating blockchain technology into their supply chains
  • Offering real-world examples of what blockchain-enabled supply chains will allow us to do better than ever before
  • How should our profession incorporate blockchain into our existing best practices and standard operating procedures?
  • What is the future for this new trend? How common and widespread will this become in the future?

Stephen Rogers
VP, Blockchain Initiatives for Supply Chain

Steven has been at IBM for 36 years. He joined in 1981 as an Industrial Engineer. He spent the first five years in various production engineering and planning roles for IBM printing and banking products. In 1986 he joined finance after receiving an MBA from the Babcock School at Wake Forest. He then went on to hold several financial management positions until eventually becoming the Director of Supply Chain for Retail Store Solutions in 2002. In 2003, Steven took on the role of VP for Demand/Supply and Inventory Planning for all IBM hardware brands and worked in a variety of other VP roles until he landed his current title of VP, Blockchain Initiatives for Supply Chain in 2017.


Building Your Supply Chain Strategy to Ensure Customer Satisfaction

Building Your Supply Chain Strategy to Ensure Customer Satisfaction

  • Connecting the dots to understand what your customer wants from you
  • Using customer-defined world class customer service to meet and exceed expectations
  • Breaking down functional silos and increasing employee engagement to make everyone a contributor to continual improvement of the value chain
  • Scaling up supply chain performance even in the face of shorter lead times and rising demand
  • Demonstrating these tactics with real world examples

Sandra MacQuillan
SVP and Chief Supply Chain Officer
Kimberly-Clark Corporation

Sandra MacQuillan is Senior Vice President and Chief Supply Chain Officer for Kimberly-Clark Corporation, leading their Global Supply Chain organization with global responsibilities for Procurement, Manufacturing, Logistics, Sustainability, Safety, Quality and Regulatory.

Sandra joined K-C from Mars Incorporated, where she most recently served as Global Vice President, Supply Chain responsible for manufacturing, engineering and logistics for Global Petcare, a $15 billion business.

Sandra’s expertise is in creating and implementing customer focused supply strategies. She is passionate about supply chain and the role it plays in driving the business; particularly in delivering customer value through supply chain effectiveness with the non-negotiable requirements of Quality, Safety, Service and Cost.

Her experiences in living and working in diverse cultures across the globe have enabled her to build a unique and deep knowledge of how to drive and embed global strategies and programs effectively. Sandra has a strong focus on talent development and is recognized for identifying, building and developing talent and capabilities.

Additionally, Sandra has wide-ranging experience across many consumer goods segments and technologies. She has worked in all areas of Supply Chain and also in Research and Development, holding regional and global roles focusing on delivering value to businesses and customers by connecting and transforming the supply chain through deep understanding and partnership with the Business.

Sandra is a member of the SCM World’s Executive Advisory Board and also is a LEAD Advisory Board member. She is a chartered mechanical engineer and was elected as a Fellow of the Institute of Mechanical Engineers in 2011. She was also appointed a Fellow of the Royal Society of Arts in recognition of the work early in her career in encouraging young students and in particular women into engineering.

Sandra and her husband Tom have one son and reside in Atlanta, GA.


Enable an Intelligent Digital Supply Chain to Transform Your Business

Enable an Intelligent Digital Supply Chain to Transform Your Business

  • Illustrating how digital supply chain processes are evolving from aggregation to individualization, which drives the need to plan make and deliver individualized products so businesses remain customer focused
  • Demonstrating that companies need to move from responsive to predictive business processes and increase efficiency and throughput to be more agile
  • Analyzing and managing data in real time to provide the total visibility needed to connect the entire supply chain and improve customer service
  • Learning how a digital supply chain that is intelligent, flexible, and connected enables organizations to transition from cost savings and efficiency to a differentiated strategy

Hans Thalbauer
SVP, Digital Supply Chain & Industry 4.0

Hans is globally responsible for solution management and the go-to-market functions for SAP’s Digital Supply Chain and Industry 4.0 solution portfolio. As a supply chain industry veteran who specializes in defining new markets and positioning organization to own them, Hans has served in a broad range of business leadership roles in his tenure at SAP. He most recently spearheaded SAP’s successful launch of the company’s Industry 4.0 solution portfolio by addressing the requirements of Chief Operating Officers and Chief Supply Chain Officers. Hans has more than 18 years of experience with SAP, holding positions in development, product and solution management, as well as go-to-market functions.


Is Your Company Taking Full Advantage of Canadian Market Opportunities?

Is Your Company Taking Full Advantage of Canadian Market Opportunities?

U.S. businesses understand that Canada is the top export market for U.S. goods, but most are unaware that tremendous innovation in logistics and customs efficiency have made Canada an even more attractive option. For example, did you know:

  • U.S.-based ground shipments can arrive in Canada days faster than what was previously considered “regular service”
  • Many U.S. businesses source inventory for Canadian customers – both B2B and B2C — from their U.S. distribution centers?
  • Thanks to recent changes in U.S. law, it is now easier than ever before to obtain “drawback” – refunds on certain import duties and fees
  • Whether or not your business currently exports to Canada, all businesses can benefit from this insightful update on recent trends in cross border trade and logistics capabilities

John Costanzo
Purolator International

John is President of Purolator International, a leading provider of cross-border logistics and subsidiary of Purolator Inc., a leading integrated freight, package and logistics solutions provider in Canada. Over the past 20 years, John has grown Purolator International from a small freight forwarder to a comprehensive supply chain and logistics services provider, offering air and surface logistics solutions, customs brokerage, fulfillment and delivery services for express, freight and parcel shipments. Purolator International serves clients in industries including: manufacturing and distribution, vertical markets such as aviation, industrial and life sciences, as well as large chain retailers and companies specializing in e-commerce.


Panel: The War for Talent – Fighting for and Keeping the Best People as Technology Speeds Ahead

Panel: The War for Talent – Fighting for and Keeping the Best People as Technology Speeds Ahead

  • Turning the focus inwards and developing an upskilling strategy that incentivizes each team member to take control over their own development
  • How do you get people who are risk averse by training and temperament to believe they can try something completely different, new, or untested?
  • Is our sensitivity to risk at the heart of why we have more technology than people stationed to manage it?

Troy Ellis
EVP, Supply Chain
Domino’s Pizza Inc.

Troy oversees 26 supply chain centers in the U.S. and Canada, and is responsible for supplier management, including procurement, quality assurance and compliance functions within the company. A former U.S. Army officer serving in the 101st Airborne, he was most recently Senior Vice President of Conversion at Coca-Cola Refreshments, overseeing manufacturing, transportation planning and third-party logistics. He was responsible for a 12,000-person team producing 2.1 billion cases of beverages from 79 company-owned, 36 contract manufacturing facilities and 64 third-party warehouses. Prior to that role, Troy spent nearly three years as Senior Vice President of Manufacturing since joining Coca-Cola Refreshments in 2010. From 2000 to 2010, he held various leadership roles within Coca-Cola Enterprises.

Tim Sheppard
Samsung Electronics

Tim oversees logistics for Samsung Electronics in the United States. Or put another way, he makes sure the company’s operations run smoothly and efficiently. Prior to his role at Samsung, Tim was at Best Merchant Partners, a venture capital company specializing in higher education in the US and Latin America. Tim holds a Bachelor of Engineering degree from Imperial College and a Masters in Business Administration from the Edinburgh Business School.



Scott Jeffers
Corporate VP, Enterprise Operations
Quest Diagnostics

Scott’s role is to lead the company-wide Operational Excellence strategy as well as the operational functions of Patient Services, Ground & Air Logistics, Laboratory Operations, Customer Service, Global Strategic Sourcing & Supply Chain, EH&S, S&OP, Business Analytics, Real Estate Network Optimization, Order-to-Cash Business Process Innovation and QMS Continuous Improvement. The mission of Scott’s corporate operations team is to drive world-class quality, profitable growth and a superior experience for customers, patients and employees. Prior to joining Quest Diagnostics, Scott was the Senior Vice President, Global Operations and Chief Supply Chain Officer for Hill-Rom, Inc. In this role, Scott was responsible for all aspects of global manufacturing, sourcing, logistics, supply chain strategy, S&OP and customer fulfillment.

Walter Charles

Walter is a sought-after speaker at national and international Supply Chain and Procurement Conferences, a visionary Supply Chain leader, an impactful results deliverer and an inspiring Procurement Futurist. Walter’s global procurement teams support the purchase of products and services supporting Research & Development, Manufacturing, Marketing, Legal, Capital, IT, Plant Operations, Travel, and General and Administrative services for the $11B revenue/year biotechnology innovator. Prior to joining Allergan, Walter held Chief Procurement Officer roles at iconic companies such as Biogen, Kraft Foods, Kellogg’s, Johnson & Johnson Consumer Supply Chain and Cordis. As such, he has the unique perspective of serving on Supply Chain Leadership Teams, and leading procurement transformations across Biotechnology, Consumer Packaged Goods, Pharmaceutical and Medical Device Businesses.

Too Important to Fail: How to Ensure Improvement Projects Drive Sustained Success

Too Important to Fail: How to Ensure Improvement Projects Drive Sustained Success

  • Readiness assessment – Don’t invest in a project the organization is not ready to implement, own, and operate
  • Governance structure – Put in place a process for raising issues to senior leadership when problems threaten timely implementation and successful operation
  • Wellness checks – After implementation, create an assessment and reporting system to ensure sustained results even when people and leaders change jobs

Crystal Lee
Oliver Wight

Crystal led project implementations –system implementations, new processes/improvement, and talent development. At Cummins, Crystal held leadership roles. As Director, Synchronized Business Planning, was responsible for IBP/Planning and Control for Components segment, 5 global units/20 manufacturing sites – skill development, process design, and technology enhancements. Crystal was Director of Implementation for Talent Development at Adventist Health responsible for alignment between strategy, functional process design, training, and change management for successful adoption of new process/technology. Crystal joined Oliver Wight in 2018, is an Oliver Wight Certified IBP instructor, has Six Sigma Green Belt, BS in Psychology, MA in Industrial Organization Psychology.


Utilizing Technology to Elevate Supply Chain and Logistics Teams

Utilizing Technology to Elevate Supply Chain and Logistics Teams

  • Technology should empower companies to have full end-to-end control of their supply chain, on a product level. This allows the company to have efficient inventory allocation
  • Achieving SKU-level granularity through a tech-enabled freight forwarder allows companies to reduce working capital
  • Reporting and analytics of the supply chain accessible by a web-based dashboard allows companies to have more efficient communication with relevant stakeholders to make data-driven decisions and have a competitive edge
  • Keeping up with consumer’s expectations as freight forwarders and asset owners

Julie Harris
VP, Global Key Accounts

Julie is the VP of Global Key Accounts at Flexport and manages the commercial strategy globally for the segment. She is passionate about developing custom solutions for select enterprise clients looking to harness the power of modern software combined with dedicated freight forwarding service. Julie spent eight years living in China before transitioning to the Bay area to work for Flexport. She holds an MBA from Columbia University and London Business School.

Operational Transformation — The Google Way

Operational Transformation — The Google Way

  • Shifting to a culture where people believe they can test innovative ideas and fail
  • Scaling creativity: Building teams that behave with the entrepreneurial spirit and curiosity of a start-up
  • Creating a space for people to foster their ideas while keeping risk low and managing the engine that drives the organization

Daniel Kaulfus
Global Head of Logistics & Operations

Daniel Kaulfus is the Global Head of Logistics and Operations at Alphabet (aka Google), a $90B American multinational technology company that specializes in internet-related services and products. These include online advertising technologies, search, cloud computing, software, and hardware. It is the most visited website in the the world and has extended it presence into multiple other industries including mobile phones, home automation, self driving cars, global wi-fi access and biotechnology. In his current role he is responsible for Alphabet global operations, transportation, trade compliance and warehousing across 40 international sites. Prior to joining Google, Daniel was the Head of Worldwide Procurement at responsible for over $5B of goods and services spend.

Daniel has over 25 years of global supply chain and operations management experience with First Solar, Applied Materials, Lutron Electronics and Proctor & Gamble working extensively in Asia, Europe and the Middle East. He has a successful track record building global teams, developing strong supply chain networks and negotiating major global contracts. Prior to entering industry, Daniel worked with Deloitte Consulting Group and received his MBA from Carnegie Mellon University and a BS in Mechanical Engineering from Texas A&M University.

From the Farm to the Table: Leveraging SAP IBP for Orchestrating Demand & Supply Planning

From the Farm to the Table: Leveraging SAP IBP for Orchestrating Demand & Supply Planning

  • Demand Planning – Manage Forecasts that not only leverage advanced statistical models offered by IBP & consensus Demand planning process but also how existing contracts received from Customers can influence the Final Demand Plan thereby increasing Forecast Accuracy
  • Supply Planning – Generate an Optimized Supply Plan (Procurement, Production & Transportation) that can be published to SAP ERP for execution considering various influencing factors like Forecast, Sales Orders, Contracts, Inventory Targets etc.
  • Product Availability – Ability to provide crucial inputs to planners that are used to come up with Product Mix for Finished Goods leveraging Version & Scenario capabilities in SAP IBP

Steven Birgfeld
VP, Information Technology and Services
Blue Diamond Growers

Steve leads the overall strategy, design and implementation of Blue Diamond Growers information technology services, working closely with the business to define solutions that provide value to our growers and our customers.

Steve has led strategic efforts of large scale application and infrastructure deployments throughout his career, including successful digital and e-commerce, security, cloud and business analytics solutions.  He brings a strong balance of technical, resource and financial management leadership.

Steve has been with Blue Diamond since March 2016. Prior to that, Steve has held a variety of Information Technology leadership positions including VP of IT and Workplace Services for Unisys; Chief Information Officer for Hostess Brands and CompuCom; VP of Information Technology for Quaker State; and acting Chief Information Officer for Booz Allen Hamilton.  In 2012, Steve was named one of Computerworld’s Premier 100 IT Leaders.