- Understanding and building prize winning manufacturing capability
- What is the role of leadership required to deliver WCM
- Illustrating what prize winning results look like
- Key learning from a senior executive who’s taken plants from around the globe to Prize Winning Performance
- What are the future challenges for Manufacturing
Senior Fellow at Haslam School of Business
University of Tennessee
Retired EVP of Integrated Supply Chain
- Senior Fellow at Haslam School of Business, University of Tennessee
- Board Member for Two Companies
- Private Equity Senior Operating Executive for The Carlyle Group
- Retired EVP, Global Supply Chain, Mondelēz International
- Former EVP, Global Supply Chain, Kraft Foods
- Former Global VP, Product Supply, Procter & Gamble
Daniel Myers is currently a Senior Fellow at Haslam School of Business teaching as a guest lecturer for both graduate and under-graduate studies. He currently serves as a Senior Operating Executive for the Carlyle Group, one of the largest Global Private Equity firms and is on two company boards. He is the retired Executive Vice President of the Global Integrated Supply Chain of Mondelez International where he led the Procurement, Manufacturing, Engineering, and Customer Service & Logistics groups, which represent more than 70,000 of the company’s employees. Daniel held the same position at Kraft Foods Inc., the predecessor to Mondelēz International, since he joined the company in September 2011. The spin-off of the company’s North American grocery operations occurred in October of 2012. Under his leadership, Mondelez funded a major reinvention of its worldwide supply chain delivering more than $3 billion in savings over 3 years. He has extensive experience in investor management including representing Mondelez in the investor presentations at CAGNY and Barclays.
Prior to Kraft Foods, Daniel worked for Procter & Gamble for 33 years, serving in roles across all areas of the Supply Chain. Most recently, he served as Vice President, Product Supply, where he led the supply chain function for P&G’s Global Hair Care business. He was also responsible for coordinating the company’s $28 Billion Beauty & Grooming business. He had responsibility for P&G’s Customer Service and Logistics operations globally for four years and while in this role he led the integration of the operations of the Gillette company, a $56 Billion acquisition.