“We start with the customer in mind,” says Stan Woszczynski, chief manufacturing officer at engine manufacturer Cummins. This requires “understanding what they need, not only from a product standpoint, but also a lead time and perhaps even packaging standpoint. Then we make sure we select suppliers appropriately, matching lead time and quality levels. To manage suppliers, we make sure they are doing what we need them to do, to ensure their product is sustainable to us.”
To remain competitive in such an automated, competition-flattened world, “supply chains need to be flexible, agile and tailored to the customer needs,” says Maria Crowe, president of Indianapolis-based Eli Lilly & Co.’s manufacturing operations. “
To make its end-to-end strategy even more effective, Cummins also strives to optimize transportation, freight and duty to improve productivity and cut costs, Woszczynski says.
Manufacturers should adjust their end-to-end supply chain structure according to where products are ultimately sold, says John Lundgren, chairman and chief executive officer of tool maker Stanley Black & Decker. The company opened a new manufacturing facility in North Carolina last year because “localizing our footprint makes us more responsive to our customers’ needs,” he says. “Our end-users are hungry for power tools that are built in the USA, and we’re the only company that is able to deliver those tools.”
For emerging markets, SB&D recently developed new manufacturing capabilities to introduce a new line of tools specifically aimed at the needs of China or a similar country, rather than simply modifying tools that the company manufactures for more developed markets, Lundgren says. “The needs are truly different and the ability to design and manufacture tools in the markets where they are sold is a big [competitive] advantage.”
Crowe, Woszczynski and Lundgren are all speaking at Chief Executive’s Smart Manufacturing Summit, April 28-30, 2015.
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1:00 - 5:00 pm
Over 70% of Executives Surveyed Agree: Many Strategic Planning Efforts Lack Systematic Approach Tips for Enhancing Your Strategic Planning Process
Executives expressed frustration with their current strategic planning process. Issues include:
Steve Rutan and Denise Harrison have put together an afternoon workshop that will provide the tools you need to address these concerns. They have worked with hundreds of executives to develop a systematic approach that will enable your team to make better decisions during strategic planning. Steve and Denise will walk you through exercises for prioritizing your lists and steps that will reset and reinvigorate your process. This will be a hands-on workshop that will enable you to think about your business as you use the tools that are being presented. If you are ready for a Strategic Planning tune-up, select this workshop in your registration form. The additional fee of $695 will be added to your total.
2:00 - 5:00 pm
Female leaders face the same issues all leaders do, but they often face additional challenges too. In this peer session, we will facilitate a discussion of best practices and how to overcome common barriers to help women leaders be more effective within and outside their organizations.
Limited space available.
10:30 - 5:00 pm
General’s Retreat at Hermitage Golf Course
Sponsored by UBS
General’s Retreat, built in 1986 with architect Gary Roger Baird, has been voted the “Best Golf Course in Nashville” and is a “must play” when visiting the Nashville, Tennessee area. With the beautiful setting along the Cumberland River, golfers of all capabilities will thoroughly enjoy the golf, scenery and hospitality.
The golf outing fee includes transportation to and from the hotel, greens/cart fees, use of practice facilities, and boxed lunch. The bus will leave the hotel at 10:30 am for a noon shotgun start and return to the hotel after the cocktail reception following the completion of the round.
