Speakers at CHaINA '07 1/2

Creating Sustainable Business Strategy for High Performance
This presentation turns the spotlight on the growing demand for organizations to integrate Green concepts into their respective companies. Accenture has found there is a direct relationship with Supply Chain efficiency and improving Environmental Performance across three areas:1. Financial Benefit, 2. Service Level Improvement, 3. Sustainability Gain. Using vivid case studies, the presentation also gives attendees a detailed assessment of the capabilities that they must deploy consistently if they are to support integrating green concepts into their supply chain model that will deliver a lasting competitive edge.
Jeffrey Russell, Managing Partner, Supply Chain Management Asia Pacific practice, Accenture

Green Supply Chain
Understanding Carbon in the Supply Chain (a view from Europe and what one Logistics and Transport organization is doing) •Why should you care: costs, regulations, the planet •Case study: Jan Huizeling talking about what Christian Salvesen is doing about carbon as a 3PL•What are some things I can do today to be carbon friendly? Reporting, carbon trading, and carbon reduction plans
Peter Klein, Architect of CarbonView, Supply Chain Consulting

Pallet Pooling to Deliver Supply Chain Savings
The focus of the seminar session will recognise standardisation as the underlying key to driving down costs in any supply chain. Once this fundamental is in place a standard pallet pool that multiple users can draw upon will be the driver of cost reduction in the supply chain. Key focus will be on the key benefits to all pallets users in China e.g. seasonality benefits, CAPEX, cost of capital, network benefits, focus on core business, experienced pallet pooling company managing a national network, etc…
Frank Tonna, National Key Account Manager, CHEP China

Best Practices: Strengthening the Supply Chain
From 2002 to 2006, sales at Under Armour grew from $50 million to $431 million. As this occurred, the growing company expanded its sourcing base across 16 countries. To handle higher volumes of paperwork and maintain control of transactions, Under Armour automated processes and integrated physical and financial aspect of its supply chain - through a global trade platform . Automation of processes, from PO through payment, was the foundation for Under Armour's financial supply chain success, which the company has relied on to support business growth.
Mark Welles, Managing Director, TradeCard

Enable Profitable Growth While Increasing Flexibility and Maintaining Efficiency
- Market trends increase the end-to-end supply chain complexity
- Demand and supply chain management solutions will evolve to anticipate the challenges
- World class companies must be able effectively balance its competing objectives
- Realizing the full potential of your total supply chain infrastructure is the key for your success in the competitive market
- One view of customer-centric and adapted demand supply chain optimization excellence
Rod Talbot, Regional VP, JDA Software

Latest trend in China's Trade Environment and how it will Shape your Supply Chain Strategy
1) China's Evolving Trade Regulatory Environment
2) The Traditional Key Trade & Global Supply Chain Challenges
3) The New Challenges and Opportunities
4) The Internal and External Government Factor and its impact on Supply Chain
5) How could you mitigate risk and benefit form these changes
Jiwei Ye, Vice President, JP Morgan Chase

Green

Greening And Reducing Costs In Your China Supply Chain
A key part of many greening and cost reducing supply initiatives involves the packaging used inside the chain. In this presentation we share our 4 years direct experience in China working with many US and European major and SME businesses who have run such initiatives and programmes. We share the key learning’s from this experience and outline how packaging can reduce your China supply chain costs and improve your environmental performance.
Simon Shaw, Sales and Marketing Director, CPS China Packaging Solutions

China’s Environmental Future and Current Opportunities: Finding Gold in the Push for Green
The session will focus on China’s environmental agenda at the national level and provide a preview of some of the pending environmental legislation that will have an impact on your suppliers, including the Circular Economy law which will impose new cradle-to-grave product design, production and recycling/disposal obligations. The session will also feature a discussion as to how China’s focus on the improvement of energy efficiency can provide cost savings opportunities for you and your suppliers, control Green House Gas emissions, and win you friends at the local political level.
Charles McElwee, Counsel, Squire, Sanders & Dempsey

The Logistics of 'Going Green' - How A Global Logistics Provider Navigates the Green Sea of Change.
As the global economy continues to pursue green environmental initiatives, the demands on the logistics service providers become increasingly complex.  The new green initiatives require a high degree of planning and coordination between all stakeholders in the supply chain with a constant vigilance focused on emerging regulations and enforcement practices. Mr. Lam, speaking from the perspective of logistics within the technology industry, will provide an overview of the most pressing green initiatives facing the global logistics executives and will provide insights on the necessary strategies and tactics to efficiently navigate through this complexity.
Wilson Leung, Director, Business Development, Avnet Asia

Logistics - A Green future
Trent is going to talk about: Cost of Indifference, China-Moving forward on the way
of environmentalism, Sustainable development in logistics real estate and global best practice, and ECO initiatives to be introduced
Trent Iliffe, Regional Director, Jones Lang LaSalle

Measuring the carbon footprint of supply chain activities and strategies to reduce same
Transportation and Logistics is a major contributor of carbon emissions world. Building on our extensive supply chain expertise, Maersk Logistics identifies and implements solutions for reducing carbon emissions in conjunction with helping our clients in reducing overall supply chain cost by streamlining their supply chains. This starts with: 1) Identify the carbon emission contributors (i.e. Road transportation, Warehouse, Ocean transportation). 2) Measure the carbon emission on each contributor. 3) Develop solutions to reduce carbon emission along the supply chain end to end. 4) Measure and document the results. A live case study that we implemented will be shared.
Johanna Hainz, Head of Supply Chain Development, Maersk Logistics

The Green Supply Chain: Integrating China into a Responsible Global Supply Chain
The presentation gives an overview over future requirements on partners of multinational
companies, which implemented the concept of Corporate Social Responsibility. One approach of the concept is, to extend the scope along the supply chain. Whereas in recent years compliance with CSR-standards was only necessary on production sites, more and more companies tend to focus on the logistics and transport part of their products. These developments will be presented and future trends will be discussed with a special focus on China. The presentation ends with a list of recommendations for partners in the supply
chain.
Christof Hertel, Researcher, Hamburg University of Technology

Best Practices

Designing the Supply Chain for the Future
In the borderless highly competitive world of the future, the Supply Chains have to be designed to manage multiple dimensions and contradictions. The days of designing a supply chain that is either low cost or innovative or responsive are gone. 'OR' has now been replced by 'AND' -- Supply chains of the future have to be Low Cost and Innovative and Highly Responsive. How do we design supply chains to manage these contradictions?
Deepak Gupta, ex-Director, Product Supply, Greater China, Procter & Gamble

Creating competitive supply chain advantage through alliance of logistics resources with distributors
Traditional business scenario is like this - Manufactuer build up strong logisitcs capbility in order to support its national wide wholesaler's requirement, meanwhile, wholesalers also invest lots of money on their logisitcs resources for their inventories and fulfill retailor's order.In this case, wholesaler has to take the pressure on huge working capital and can not fully utilize their resources on channel development and promotion campaign. Finally it will impact sales growth in the market. With alliance of manufacture and wholesaler logistics resource, finally we release wholesaler's pressure on theor working capital and logisitcs investment so that they can switch all the resources to support sales increase...
Raymond Chai, Supply Chain Director, Goodyear

Supply Chain Management in China: Trends 2007-2009
This presentation will focus on the trends in supply chain management in China. The results are drawn form survey completed in the first quarter of 2007 of 137 companies across process, discrete, retail and wholesale industries. and identify the current trends in: business objectives, supply chain strategies, supply chain process improvements and proposed IT deployments.
Randy Sng, Associate Research Director, Manufacturing Insights

Supply Chain Maturity Model - The Route to Total Enterprize Optimization
Supply chain improvement efforts have been progressing around the world for almost fifteen years. Virtually every company of any size is making some progress with reducing costs, shortening cycle times, creating visibility into the end-to-end processing, shrinking inventories, and improving logistics management. No single firm has accomplished optimized results across its full supply chain network. The author has created a five-level maturithy model that can be used to calibrate progress and to illustrate what the leaders have accomplished as they moved from the fundamentals to advanced supply chain management techniques. Rich in actual examples, his presentation is backed by information from several annual surveys conducted among supply chain professionals, to indicate exact levels of improvement. He will also explain how leaders are using the advantages gained through supply chain efforts to better satisfy customers and build new revenues.
Charles Poirier, Partner, Supply Chain Practice, Computer Sciences Corporation

High Technology OEM Supply Chain Case Study: How a European and North American based manufacturing company (FEI) supports its rapidly growing Asia region customer base
The case study presentation will provide audience members with an overview of how FEI’s European and North American based supply chain is able to support it’s rapidly growing Asia region customer base. A blend of global sourcing relationships combined with state of the art 3PL logistics partnerships enable effective support for customers demanding immediate part availability of critical service parts. The presentation will include information regarding the planning and execution steps of an evolving supply chain, critical success factors to ensuring customer satisfaction and company profitability, key customer focused metrics, and the use of intelligent planning tools.
John Mosier, Director WW Operations Materials & Logistics, FEI Company

"How To" Methodology for Supply Chain Success in China
With the advent of new technologies and the globalization of multi-national companies, global supply chain management is now a major activity with numerous issues. Here is an approach that works that both defines the key differentiators to be competitive "speed" and "first time quality" and a methodology to accomplish these advantages. You will hear an approach with case histories of successes in apparel and electronics industries that reflect process driven companies that have achieved these results without major investments in technology.
Roger Nelson, Managing Director-Asian Operations, Thomas Group

Applying the Five Core Disciplines of Strategic Supply Chain Management
Five disciplines form the basis of strategic supply chain management- view your supply chain as a strategic asset, develop an end-to-end process architecture, design your organization for performance, build the right collaborative model, and use metrics to drive business success. End to end supply chain management is about building a core competency to lead to future competitive advantage. This presentation will briefly outline these five disciplines with some emerging practices.
Georges Feng, Principal, PRTM

Supply Chain Management as a Strategic Competition Tool
Though the value of supply chain management has been demonstrated by industry leaders like Wal-Mart , Dell, Zara, etc., many companies are still uncertain how supply chain management will contribute to their financial and long term success. Consequently, only secondary attention is given to supply chain related material and information flow; supply chain management finds it is hard to lift its current operational status to a strategically important one. This presentation will show that the strategic importance of supply chain management is not only demonstrated by the well-known cases mentioned above, but also fully supported by statistic study covering a larger number of companies. A framework is also presented to facilitate effective management of supply chains.
Xiaotao Wan, Supply Chain Consultant, Bayer Technology Services

The impact of globalization
IT projects are becoming increasingly global in scope and delivery. IBM now has 54,000 employees in India and has announced additional investments of 6 BUSD in the country. IBM has also moved it global procurement HQ to Shenzhen in South China from USA. Within Asia Pacific, China and India represent the two largest emerging market opportunities. How is IBM taking advantage of globalization and how is this benefiting our clients ? The presentation will also outline IBMs latest research on challenges and opportunies for chinese companies on the world stage as well as challenges and opportunities for for multinational companies in China.
Henrik Anker Olesen, Transport and Logistics Leader, Asia Pacific, IBM Global Services

Sourcing and Demand Chain Leadership Management
Demand Chain Leadership (DCL) is new generation of Supply Chain Management. In short, it is about starting where everything ends as well as begins – with the customer demand. At Establish, we are using this unique DCL concept to Increased revenues and unique competitiveness through more efficient flows of goods, services, and information. Demand Chain Leadership means that products and services that generate revenues are prioritised. It is important to consider sourcing must be seen as an opportunity for new business and increased revenues. However, many companies found that outsourcing did not get expected results. Through few sourcing case studies in China,  this presentation will give some solution of different sourcing strategies and supplier relationship management with different companies , and products as well.
Weihong Wang, General Manager, Establish

Logistics Sourcing and Cost Control
The Chinese logistics market is extremely fragmented and in-transparent, very small transportation and warehousing companies dominate the market. This in-transparency makes it difficult to select suitable transport companies. By presenting a real case, Michael will describe a structured method to optimise local logistics costs and to source suitable transportation companies by using a simulation and optimisation IT solution. In addition, he will present transport management processes, which support transportation cost controlling and provide transparency within the supply chain.
Michael Proell, Managing Director, Com Logistics

Global Sourcing

Added Value of Global Sourcing in the Aerospace Industry – Strategy and Implementation in China
Global Sourcing in the Aerospace Industry goes well beyond Low Cost Country Sourcing. Support to market access and securing of access to scarce resources are often drivers of equal or higher priority. This presentation will highlight the Global Sourcing Strategy of the European leader in the Aerospace Industry and explain how the combination of various objectives drives decisions and actions. The session will highlight specificities of the Aerospace industry; findings will of course focus on China.
Matthias Gramolla, VP Sourcing Strategy, EADS

IPO case: Development Stages of a Fast Growing IPO in China
China is our most important Low Cost Country in the world to support our growth and profitability targets. In 2003 it was decided to set up an IPO in China. During the last four years the annual spend growth from China has been yearly from 50 to 100% increase. In this session will be shared some of the key success factors. What have we learned to make sure we do it right first time? What development stages have we been through and where are we now? Do we also see China as our key LCC sourcing country in 5 years from now? What are some of the risk areas we have to keep an eye on.
Nis-Peter Iwersen, Vice President, Danfoss IPO China

Insights and Opportunities from China and Beyond
Sourcing goods globally—developing strategies, capabilities and formal processes for acquiring materials from “low-cost countries”—is not a new, or even revolutionary, practice. Many companies have been doing it for years. Recently, however, there have been large increases in: 1) the number of companies seeking to develop a more global supply base, 2) the variety of countries being viewed as sourcing candidates; and 3) the quantity and variety of items being pursued and acquired. This trend is certain to continue and grow. Among all the low-cost countries on the world’s radar screen, none has received more attention than China. Nor is there another country whose continued growth is more certain. This presentation focuses on the characteristics that have made (and will continue to make) China one of the world’s premier sources of supply.
Eric Chu, Supply Chain Partner, Accenture

Sourcing in China: Avoiding the Pitfalls
Common mistakes by foreign companies in sourcing
Overview of legal aspects
Contractual issues
Enforcement issues
Keeping ahead of the pack – new IP laws
Case Study 1: How to Fail in a China sourcing project
Case Study 2: Lazlo Laser – a successful sourcing project
Mark Schaub, Lawyer, King & Wood

Retailer: Outsourcing IPO`s, only for SME`s ?
Dragon Sourcing will describe how it is helping one of the largest retail companies in the world create significant value by acting as its outsourced procurement department in China and Vietnam. We will cover the following topics: • Key facts and figures about the client • Scope of procurement work provided • Products Sourced • Description of the sourcing approach used through practical case studies • Results achieved
Olivier Levy, Managing Director, Dragon Sourcing

Maximize your working effectiveness & Efficiency through eSourcing

Optimizing your supply chain - How e-Business Can Streamline the Procurement Process
Globalization of markets require new thinking to remain competitive, reduce costs and improve service. Optimization of the supply-chain brought on by e-Business delivering real-time responses, greater integration with suppliers will also reduce working capital while simultaneously reducing materials outages and rush shipments. Business case studies will be presented to show how companies are succeeding in China with streamlining the procurement processes leading to improved business relationships and better service resulting in increased customer satisfaction.
Marianne Rehn, Vice President, ELEMICA Asia

BMW Sourceability Study – A Comprehensive Supplier Market Analysis in China

International Procurement Organizations in China: Recent Legal, Tax and Customs Developments and IPO Models
The session will give an overview of market trends impacting procurement both in the overseas and the domestic market. In particular, the session will highlight the recent tax, regulatory, customs and environmental developments affecting procurement activities. We will also cover case studies of various bonded manufacturing and IPO models and the commercial and legal considerations which must be borne in mind when considering using these models. Recent changes to VAT treatment of exports into and out of special zones will also be addressed.
Bengti Tan, Tax Advisor, Baker & McKenzie

Logistics

Long Live Logistics!
As Chinese and Indian Economies continue growing in their fast paces, the logistics market in these countries will grow even faster. As a result, the logistics market in Asia and globally will expand and reshape itself. In this speech, Mr Hollermann will discuss the opportunities and challenges this favorable growth environment will bring to logistics service providers like Agility. And his conclusion is that the industry is rapidly changing but for the better. 
Wolfgang Hollermann, CEO, Agility Logistics

Unlocking the Hidden Value of Logistics

The Final Mile Challenge in North America for an Integrated Supply Chain
Global Trade has dramatically changed the profile of North American transportation management strategies. From the board room to the loading docks, today’s supply chain managers can no longer work in the silos of “domestic” and “international” transportation management. The integration of the two is inevitable for those organizations on the leading edge of their businesses, supported by the best IT software. The final mile delivery link in North America in recent years has proved to be one of the most challenging links on the supply chain. Port congestion, rail service, truck capacity, inland IPI service restructuring and other factors mean you can’t talk transportation in North America for granted.
Derek Leathers, President, Werner Global Logistics

Shipping

How does the logistics process impact the business commercial terms with the customers and suppliers?
The incoterm between the OEMs and tire 1 suppliers are separated into 2 extremes in current China auto industry; One extreme is EXW term with the supplier which means the OEM handles the whole logistics process from supplier dock to their manufacturing, but the OEM can consolidate the volume to better utilize the logistics cost.
The other extreme is the PAY ON USAGE term which means the suppliers need to be responsible to delivery the material to the customer facility, and the suppliers own the inventory in the customers’ facility (warehouse & production line buffer and WIP). The inventory title is not transferred until the materials are consumed. This results quite a lot of payment problem due to the gap between the received quantity and the usage
A right logistics infrastructure & process will support the PAY ON USAGE strategy, and minimize the gap as well as the management cost.  
David Zhang, China Logistic Manager, Delphi Automotive Systems

Building E-Commerce for the Shipping Industry in China
As a multi-carrier e-Commerce platform for the ocean shipping industry, INTTRA enables shippers, freight forwarders, third-party logistics providers, brokers and importers to electronically plan, process and manage their shipments fast and efficiently; a noble idea in an ideal world, but the fact is, like any county, China has unique shipping processes and requirements that e-Commerce will have to evolve to support. As such, INTTRA will be sharing with the delegates all the details of how INTTRA has successfully met industry needs in China and the continued evolution of their web-based shipping platform; OceanSchedules.com.
Andy Barrons, Vice President, Marketing, INTTRA

The Perfect Ocean Shipment
The value chain in the perfect ocean shipment can be measured thru critical major milestones from origin bookings, pick up, space confirmation, export doc & custom entry, routing, vessel departure and arrival, document dispatch, pre-alert, import doc turnover, custom release till final proof of delivery. The process is well understood by all the ocean gurus very well today. However the challenge to achieve the perfect ocean shipment on the day to day is still far more complicated managing thru the complex people chain, system & communication, execution processes and market changes.
Hobart Low, VP Ocean Asia Pacific, Eagle Global Services

Intra-China Logistics

Amway China Supply Chain Management
Incorporated in 1992, Amway (China) grow up to become the biggest direct sale company in China. She produces a range of exclusive, competitive brand in China with 1,000 stocks items, including food supplement, cosmetics, personal care and home care products. Amway has 189 shops that   located in 156 cities in China, serving 180,000 key sale representatives and customers.   To ensure customers can buy Amway products at any anytime, Amway China build up a supply chain that started with the point when goods shipped out of manufacturing plant and end with products handed over to customers. The supporting of this supply chain is an excellent products flow; powerful information flow and health capital flow, that managed by Amway inventory; warehouse and transportation as well as shop operation team.
Tony Li, Warehouse & Transportation Manager, Amway China

Present Status of Food Safety in China & Yum China’s Measures
This presentation described the present status of food safety in China & Yum China’s measures.We introduced the definition of food safety by WHO, main factors harming food safety, severe issues caused by food-borne diseases in the globe and China, and harmfulness of food-borne diseases first. Then, we talked about the difficulties and challenges in food safety that we faced in China. Finally, we presented Yum China’s food safety policy and concrete measures in details, which is a food safety assurance system: “from farm to table”, and is established basing on risk assessment, HACCP management and trace-ability system.
Naihu Ju, Food Safety Officer & Director, Yum

Food Safety and Logistics in China: Current Status and Prospects for Change
a.) Lack of cold chain integrity, end to end, across the country. b.) Lack of stringent, universally enforced regulations for temperature control and food safety throught the supply chain. c.) Over emphasis in China govt policy on hard assets like truck and warehouses and lack of recognition of the role that people, systems and services play in modern logistics. d.) Uneven plying field for international logistics companies investing in China. f.) Fragmented state of logistcs industry in China and the need for consolidation and movement up the value chain. g.) How to move China logistics up the value chain
Bill O’Brien, President Greater China, Havi Food

Succeeding in China Despite Logistics Despair
With high logistics cost in China, creative distribution practices are helping company’s hang on to their return on investment. Before developing an innovative supply chain strategy for China however, a detailed understanding of the logistical challenges that exist is crucial. This session will outline innovative approaches adopted by MNCs in China to navigate the logistics hurdles including but not limited to regulation, regionalization, infrastructure, and looming consolidation amongst logistics providers. This presentation will provide: Concise snapshot summary of existing logistics challenges in China; Overview of China’s logistics, distribution and warehousing improvements; Profile of companies who are applying creative methods to alleviate the heavy burden of China logistics
Pilar Dieter, Director, Alaris Consulting

How Moving West in China will impact Supply Chains
A greater number of companies are visiting Western China to prospect for new growth opportunities or have begun manufacturing. The primary reason is for cost savings, but what other factors must companies consider in seeking to expand their supply chain? How can other opportunities such as improving current operations be measured against the option of moving to the West? How does Western migration translate into those supply chain metrics determining operational efficiency? Why is doing business in the West different from doing business in the East?
Bradley Feuling, CEO, Kong and Allan

Subcontracting in Chinese logistics
The Chinese logistics market is very fragmented. There are few, if any, logistics providers that have truly national networks of warehouses and transportation that they control directly. Even the largest logistics providers subcontract some warehousing and transportation to smaller providers. In order to best understand their supply chains and potential impacts on supply chain performance, logistics customers must understand how the subcontracting relationships work and what kinds of questions they should ask prior to making logistics outsourcing decisions. This presentation addresses those issues.
Chris Woodward, VP and Managing Director, Ryder System

Human Resources

People powering contemporary high-performance supply chains
Products and services don't simply move through enterprise supply chains by chance. Products and services only flow if customers and consumers on the outside make buying decisions, and management and staff inside enterprises make decisions to either push product through the pipeline, or build capacity to respond rapidly to unpredictable demand. Unfortunately, it is rare to find organizations that have consciously shaped their internal sub-cultures in ways that best 'align' with the range of external customer buying behaviours present in their respective marketplaces. Therein lies the problem, and using 'trial and error' methods is no longer acceptable in today's unforgiving operating environment. What is needed is a more systematic approach to   identifying and then closing the gaps. China has a chance to avoid all the same mistakes made by Western economies in the development of its domestic and global supply chains. This paper will present a suggested approach, and demonstrate with best and worst practice, examples from around the world.
John Gattorna, Supply Chain Thought Leader, John Gattorna

Supply Chain Academy
In recent years, the supply chain has become an increasingly strategic and critical part of most companies. And befitting such importance, the function has received considerable investment in new business processes and technologies designed to optimize the function. Yet often lost in these initiatives have been the people element—the myriad professionals whose job it is to carry out the day-to-day supply chain activities on which companies depend to source, manufacture, distribute and service their products. This presentation will turn the spotlight to help executives who are charged with creating a more flexible, agile, skilled and productive workforce. The presentation will cover key facets of the supply chain workforce, and showcase Accenture’s innovative delivery methods that substantially enhance the learning experience.
Josie Sun, , Accenture

The New Asia Supply Chain Leaders
Diana is going to talk about: Traditional Supply Chain Function -Purely Supporting function -Operational/Execution oriented -Cost reduction driven; The landscape of new supply chain management -Strategic involvement with business -Broader geographical (global) collaboration -Complexity relationship with R&D/Engineering/Sales & Marketing -Maximizing company profitability by improving capital; New competence focus -Strong leader and communicator internally & externally -Regional or international exposure/experiences -Strategic thinker based upon solid operation knowledge -Technical savvy -External awareness on best practice SCM
Diana Chan, Principal, Heidrick & Struggles

Legal & Customs

Your Supply Chain: Navigating China Customs
This session will include the following: Outline of on new trade facilitation measures (e.g. paperless customs clearance, periodic clearance, different Ports for duty-payment and goods release of the same consignment, e-handbooks for processing trade); A discussion of the practical issues regarding distributions centres and customs duty cost reduction using Free Trade Agreements; An udpate on some of the customs aspects regarding bonded zones, such as BLP, BLC, EPZ and FTZ; A summary of practical case studies on the customs issues surrounding regional distribution centres.
Damon Paling, Director - Customs & Trade, PwC

Development of IPR Protection Strategies for China
This presentation will give a complete overview of the legal and practical issues related to IPR protection and infringement in China. We will explain why there are so many intellectual property infringements in China (cultural, sociological and economical reasons), how Multinationals, Foreign Investors and Traders may design a good IPR strategy in order to protect their interests. We will present the legal framework applicable in China related to protection and enforcement of IP rights and demonstrate its limits through case studies.
Olivia Luzi, Attorney at Law, Salans

Optimising China Supply Chain Structures in Light of Recent EIT, VAT and Customs Developments
China in the last 12 months made numerous changes to its export VAT refund rates as well as amended the rules applicable to contract manufacturing arrangements. Furthermore, from 1 January 2008, the new Enterprise Income Tax Law will come into effect. These changes will have a profound impact on supply chain structures in China. This session seeks to explain the impact of these changes as well as discuss some of the responses by industry to mitigate their adverse impact.
Eugene Lim, Registered Foreign Lawyer, Baker & McKenzie

Network Design

Case Study - Designing a Greenfield Retail network for USD 20 Billion Retailer
The presentation will focus on the case study of designing a Greenfield retail supply chain network for a USD 20 Billion, multi-format retailer. Key aspects of the problem including the problem definition, key steps in designing the network will be covered. Special emphasis will be given on discussion/comparison of different network configurations that exist in the retail industry in the developed nations and in evaluating their applicability for an Asia based retail business. Also covered will be the choice between having a single network strategy for the entire retail supply chain vs. having hybrid supply chain comprising of various network configurations catering to the specificities of different product categories/store formats that constitute the retail chain.
Abraham Joseph, Managing Director, CHAINalytics INDIA

Optimal Supply Chain Networks for the Chinese market
The session will explore what optimal distribution network configurations are required to deliver different target service lead times to the evolving Chinese marketplace and reveal how such service levels are the key driver behind controlling supply chain costs. The analysis will further consider how different Distribution Center configurations impact both inventory holding costs as well as warehouse & transportation costs. The session will continue with a review of how different configurations are being deployed by different industry types and how companies are taking advantage of new inter-modal infrastructures to deliver greater efficiencies in their supply chain networks.
Fraser Ironside, Global Business Development Director, Barloworld Optimus

Building a World-Class Transportation Logistics Network
The physical movement of goods—the ancient art of supply chain management—remains a challenge for many modern corporations. This session provides a real-life case study to illustrate what a world-class transportation logistics network looks like, and the steps necessary to build one
Eddy Wong, Supply Chain Consultant, Oracle

Finance

Creating a new asset class in Trade Finance
Manufacturers involved in international trade are constantly looking for new ways to manage the “cost versus service” dilemma. When supply chain management is put under the microscope, established thinking focuses on two major components, inventory and information. The inevitable conclusions are, of course, that reducing inventory will reduce cost, and that improving information flow will improve service. By defining the problem in this way, it is not difficult to understand why participants overlook the more interesting and value creating solution. It is only by understanding the processes involved in both the movement of and finance for goods in transit, and the risks inherent at every stage, that one can begin to create a process that makes use of available information to produce an integrated, risk managed solution.
Stuart Morrisson, CEO, EZD

Mark to market your receivable and payable practices
The session will focus on: a.The latest developments in these areas across Asia-Pacific b.Understanding its impact on corporate businesses c.Understanding how one can benefit from these trends
The session is targeted towardsclients from manufacturing and service industries alike and should benefit people coming from functional areas like accounting and finance, commercial functions like supply chain management, internal risk management and technology management.
Sandip Patil, Director, Global Receivables – Asia Pacific, Citigroup

Supply Chain Finance, What it is, How it can benefit you
1) What is Supply Chain Financing
2) Physical Supply Chain and Financial Supply Chain
3) Implications on Working Capital
4) Economic Value Added
5) How banks price SCF differently than traditional lending
6) Case Studies
7) What Banks need to do to improve
Quek Chaw Ming, Director, Head of Supply Chain Finance, Standard Chartered

Mergers & Acquisitions

Making the Deal: Acquiring great teams and great companies in China
Consolidation in the Chinese logistics market is a hot topic today. Actually accomplishing a successful transaction is, however, not for the faint of heart or weak of will. The speaker, who led two successful transactions in China and Singapore this year after a year-long search across the region, will take the audience through the less glamorous side of acquisitions in China that the congratulatory press releases don't cover. Searching for a right fit in a fragmented market; the importance of identifying and managing advisors, setting (and resetting) expectations through the target search; building the qualitative as well as the quantitative business case, and the need for creativity and flexibility in building a motivated and successful team that lasts beyond the deal.
Frank Lange, VP, Con-Way

Logistics M&A in China - Drivers, Deals and Difficulties
The session (in English) will:1/ Address the atractivity of the Chinese market to Logistics Companies, due to its size and growth. 2/ Would highlight the major drivers of M&A, general and specific to the Chinese market, from the perspectives of both foreign and local companies. 3/ Discuss some deals that have occurred recently. 4/ Close with major barriers to successful deals in China and how they can be antecipated/ avoided.
Joanne Wood, Chairman, Capital Eight

Supply Chain Optimization in M&A, and its Impact on Service Providers
China announced that M&A reached $99bn during the first 9 months of 2007, an all time record. 79 deals happened in the logistics industry* representing $3.9bn. An increasing number of companies in the Logistic industry are using an M&A strategy for China to build, maintain or secure a leadership role. Unfortunately only a small proportion of the M&A transactions in China create value. Deloitte will present a framework that explains the Supply Chain issues in different stages of the M&A cycle frequently overlooked by the acquiring party. The Issues will be reviewed from the Supplier's, Logistic partner's and Customer's perspective and supported by examples where the acquirer didn't manage or mitigate these risks.
George Budden, Partner, Deloitte

Risk Management

Building an Ethical Operation – Keeping the Fraudsters Out
Peter will outline the ethics issues that can jeopardize the supply chain in China and which have damaged many multinationals. He will discuss key vulnerabilities and threats to the supply chain arising from fraud, kickbacks, corrupt employees or business partners and dodgy acquisitions. He will present cases illustrating what went wrong for leading multinationals in supply chain, manufacturing and distribution scams. He also describe preventive and reactive measures for reducing these risks in China including pre-transactional background checking, business intelligence and due diligence, as well as forensic investigations, responses to theft of technology, and crisis mitigation.
Peter Humphrey, Managing Director, ChinaWhys

The Price of Building Certainty into Asian Supply Chains
As sourcing goes global, the threat of supply chain disruptions is one of the business realities of the 21st century. From ports and terminals to rail, motor carrier and warehousing/distribution centers, infrastructures are feeling the stress. And with a constantly changing glut of security and trade rules, the toll on lead times is even higher. In such a fragile trade ecosystem, building certainty into supply chains doesn’t come cheap.   Certainty comes at a price called knowledge. In this session, SCM Logistics World conference delegates will learn how logistics process mastery backed by information clarity are the new currencies of excellence among the world’s most competitive supply chains.
Arnie Bornstein, Director Marketing & Corporate Communication, BDP International

Competing in an industry with overcapacity
Many industries in China are in a situation of overcapacity. Keeping up production volumes serves the manufacturing budgets, but does seldom make sense for the business as a whole. In fact, it can trigger a re-enforcing cycle of large inventories in the distribution channels, de-motivated distributors and discount-driven promotions, which in turn lead to brand dilution and a blurred view on end-consumer demand. Where the root cause of such problems is in the supply chain set-up, many companies look fruitlessly for solutions in the sales- and marketing functions. Once a company understands and accepts the root causes of these symptoms, the right solutions can be implemented with relative ease.
Marnix Ettema, Senior Manager, Alvarez & Marsal