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Supply chain cost optimisation through inventory and service level trade off
Inventory apart from material cost and freight are the major cost drivers of supply chain. Organisations maintain inventory to achieve highest service level which leads to suboptimal cost management. The belief is that 100% order servicing ensures best bottom line irrespective of the inventory level. However form an integrated approach it shows that beyond a point the marginal growth in inventory cost and that of bottom line relate inversely. We can find an optimal solution by doing a trade off between the two. It’s a case study of a pharmaceutical company in mass market business and the time frame of the study is of six months in 2008. 
Sukhendu Patnaik, General Manager Supply chain, Piramal Healthcare

Winning strategies in circumventing the maze of Logistics Inflation
Context setting of the competitive Indian FMCG market facing margin pressures;Challenges emanating from the Logistics Paradox of Investment focus for capability improvement Vis a Vis Cost focus for easing margin pressure.;Strategies to circumvent the maze of Logistics Inflation;Successful examples across Industries who have managed to circumvent this Maze of Logistics Inflation.
Manish Shakalya, National Supply chain Planning Head, Cadbury

Cost effective optimization of FMCG point of sale availability
Importance of product availability in maximizing brand value and return on marketing expenses. Review of historical evolution of traditional distribution model for FMCGs in India. How the evolution has meant continuous improvement in distribution at lower cost. Striking a balance between frequency of coverage/delivery and inventory holding. Optimizing manning and relating the distribution to sales. How to select a model that fits your requirement? Saving costs at each step from the factory to warehouses to customers, both in logistics and warehousing. What is different about the Modern Trade? How to adapt to servicing the new channel? Role of good forecasting in controlling the distribution cost and how to do it well.
Jayant Ambast, Head Supply chain, Perfetti Van Melle

Optimized supply chain-adaptive market scenario
• Level of customisation-demand responsive supply chain
• Business process reengineering
• Outsourcing-process and rationale
• Key drivers-cost improvement
• Risk managerment and mitigation
• Strategic sourcing-local/global
Pradip Saha, Associate Director - Commercial (Head of Materials & Sourcing), Colgate India

Logistics Cost Optimization
The session will cover the practical aspects of logistics cost savings. This would cover transportation, warehousing, distribution and other logistics processes. The intent is to give the participants a framework in which to think of cost saving ideas. These ideas can be applied to any industry.
Ramnath Rangaswamy, Group Head - Logistics, Vedanta Resources

Optimization of Cost to Serve
Supply chain view of cost is typically the cost of reaching the customer and often misses out on the cost optimization that can be achieved in extending the scope to the cost of reaching the consumer. The focus of the talk would be on:
• Elements in cost to serve the consumer
• Identification of various players in serving customers and their stakes
• Communication between the players and the impact of technology
Shalini Puchalapalli, Head-Supply Chain, Pepsico India

Cost Reduction Initiatives in Logistics – A Case Study of an Integrated Steel Plant
For every ton of steel produced, three & half ton of raw materials need to be moved to the producing units. In addition, another two and half ton of intermediate products/arising/scrap also move inside the plant from the point of generation to the next user points/disposing place. For a 10 Million MT steel plant, 35 million MT of raw materials move from mines & other sources either using single mode of transport of rail, road and sea or multi-modal transport using two or more modes. Similarly, the finished steel also finds rail, road or sea mode of transport to reach the customers. Besides, there is an inter-plant movement of around 25 million MT of intermediate products/arising//scraps. The sheer volume of movement poses a challenge to the logistics managers in managing the seamless movement of materials in the steel plant. Further, post-liberalization, logistics managers are under pressure to re-engineer the supply chain process and optimize the cost to be more competitive. This presentation highlights the challenges and some cost reduction initiatives in the areas of logistics for an integrated steel plant.
Gangadhar Rout, Head-Logistics Solutions, Essar Steel

Getting beyound cost cutting
Logistics and transportation companies have enjoyed an unprecedented bull run for the last 5 years. What economic largesse has brought them is the luxury to overlook many internal excesses. As companies in India and abroad cut staff aggressively, we are seeing the first signs of promoters and managers asking themselves as to how they can alter their business models to suit a considerably tougher environment. This session will therefore try to look beyond just cost cuts and see what logistics companies can do to survive a difficult two years, and what companies can do to give themselves the best chance of emerging as winners in the next cycle of 5 years.
Vishal Sharma, Founder and Managing Director, Tuscan Ventures

Discuss the focus by companies on supply chain flexibility and responsiveness
What drives supply chain decision making and what are the key influencing factors? How can standardized supply chain packaging help drive down costs. We will look at the concept of pooling and its associated cost and environmental benefits.
Pranil Vadgama, President, CHEP India

Supply chain efficiency through Analytical Modeling
A firm’s ability to compete on performance aspects of quality and/or efficiency and/or flexibility and/or brand strength and/or delivery is enhanced significantly if its operation is efficient and cost of delivery comparatively low. The focus on Cost is far more pronounced and assumes importance in a period of a slowdown in the economy. Currently most firms use a number of tools that only address local, short-term and micro level optimization; tools such as warehouse inventory stocking, factory scheduling, product mix planning, transport route planning, and retail outlet replenishment. While these do provide local optima, we believe that there is a case for optimisation to be done at a more holistic Organisation wide level. A Supply Chain-wide Optimization Model takes into account all the elements within the entire organization; that is from suppliers to supply to production to demand to customers and the logistics involved thereof. The Models can be used for both medium term (monthly/fortnightly or lesser) to long term (annual/multi-year) planning. The Models reproduce the entire Supply Chain and in addition, model business specific constraints and business specific strategies, to recommend Supply Chain-wide plans for procurement, production, transportation, inventory stocking in the medium term and plans for capital expenditure, location selection for the longer term. These Models significantly enhance decision making capability enhanced by scenarios/sensitivity analysis and provide insights on possible improvement areas in the Supply Chain.
Ramesh Krishnamurthy, Partner, IGSA Laboratories

Cost optimisation in a global supply chain model set up
In a global environment cargo, information and financial transactions across borders is an integral part of many businesses. The transactions in one business vary enormously in size, value and lead time requirements, which have added complexity in the supply chain through services being offered throughout the process. In a context where additional pressure is put on margins in most industries and where large multi national companies are seen suffering or collapsing, it is even more important to ensure that all cost and operational components are optimized and in sync. During this session, I intend to explain and demonstrate how this can be achieved a global supply chain.
Morten Find Laerkholm, Director-South Asia regional Manager, Maersk Logistics



CALL FOR SPEAKERS
If you are involved in cost cutting programs in or with India and you are interested to participate in this event as a speaker or a trainer, email us at speak@supplychain.cn

As a speaker or panelist, you will get a complimentary registration for the entire event including a five-star hotel lunch; free event program, training materials and CD-Rom, assistance in booking discounted airfare and hotel accommodations and additional editorial coverage in CHaINA Magazine. Hotel and travel expenses incurred for the event will be your sole responsibility.