Starting 9AM CET - Stockholm, Oslo, Copenhagen Time

Starting 10AM EET - Helsinki Time

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09.00 (CET)

WELCOME & INTRODUCTIONS

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CREATING AN AGILE AND RESILIENT SUPPLY CHAIN AND PROCUREMENT

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09.05

Managing supply chain during unpredictable times

• Discoveries from disruption: Overcoming the vulnerabilities exposed by the pandemic

• As supply chains become more global and interconnected, they face a range of challenges

• Strategies for Risk-Proofing your supply and logistics – Strengthen supply-chain resilience

09.25

Upgrade visibility to maximize supply chain performance

• Create better transparency by working with suppliers and have proper communication to gain information of all important stakeholders

• The key to automated, predictive operations lies in the interconnectivity of digital tools, physical infrastructure, and their underlying data streams

• Digital developments and applications of data will enable business to drive synchronised decision making and successes across the entire value chain

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09.45

Collaboration in procurement management, CPO and CFO relationship

• Shared agenda to influence enterprise-wide activities

• Partnership can improve management and control of financial activities, and in turn positively impact the bottom line

• Leveraging the advanced data analytics from both sides, gaining deeper insights into key performance metrics

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10.05

Agile operating model in procurement

• Automation, digitization, analytics: fundamentally changing procurement

• Enabling user friendly processes, policies and procedures

• Efforts to build ecosystem partnerships that leverage new technology, improve the bottom line, and enable sustainability

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10.25

From linear supply chain to dynamic network

• Transforming traditional, linear supply chains into connected, intelligent, scalable and customizable digital supply networks

• Functional silos are broken down both within and outside the organization to include customers and suppliers to enable end-to-end visibility, collaboration, responsiveness, agility, and optimization

• Breaking down these silos and standardizing data helps to achieve interoperability across your network – unleash the benefits of real-time visibility with a fully orchestrated system

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10.40

Networking Break

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DIGITALLY ENABLED PRACTICES THROUGH THE SUPPLY CHAIN

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10.55
Smart and sustainable transportation

• Affecting trends like Mobility, Autonomous trucks and Autonomous Vehicles, Drone Technology, Crowd shipping, IoT ecosystems in transportation

• Seamless Transportation Management Processes: Optimize routes, minimize transportation costs, cut emissions and empty miles

• Systems that allow collaboration to pool shipments and coordinate irregular outed freight with regular, full truckloads while retaining service quality and flexibility

11.15

Transformation in End-to-end Supply Chain

• Thinking differently: Future trends in supply chain business and new collaboration models  

• The need for long-term sustainability and circular thinking for people, business and environment

• Invest in partnerships and innovation: Connecting with partners that have an existing infrastructure or complementary service can make it faster and easier to adapt to a changing environment.

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11.35

The Value of Robotics and Automation in warehouse

• RFID tag and chips, Robotics and Collaborative robots and digital-twins in  warehouse

• Dark Factories which operate with no humans present

• Optimization of flow, flexibility and cost savings in warehousing

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11.55

Smart tracking, planning and inventory management

• Track cargo in transit in real-time to improve visibility and remove logistics blind spots

• Real-time product monitoring and smart Inventory Management – using technology to plan for spikes in product demand

• End-to-end visibility and real-time data is increasingly essential for all industries to achieve better demand planning

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12.15

Accelerate adoption of digital and analytics in procurement

• Analytics provide a rich source of new insights and enable better decision making which creates competitive advantage and ultimately drive value for the entire enterprise

• To generate a broader view that extends beyond the spend data, incorporate all sources of relevant data, along the entire supply chain, and from all relevant functions

• Free employees from repetitive, routine tasks and processes with updated integrated technology, systems that streamline processes and enhance automation capabilities

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12.30

Lunch Break

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SMART STRATEGIES TO MEET FUTURE NEEDS OF CUSTOMER CENTRICITY, DIGITIZATION AND SUSTAINABILITY

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12.50

Sustainability through the supply chain

• Increase both top and the bottom line by leveraging sustainable solutions

• Sustainability through the whole process - from procurement to recycling

• Get ahead of sustainability regulations with a forward-thing back-end system that will allow you to effectively report on material optimization and waste management

13.05

Customer centric supply

• Map customer experience in line with expectations to critically assess if your supply chain delivers on their needs

• Boost delivery times, optionality and overcome urban bottlenecks

• Overlay technology to leverage automation processes in the last mile, including track & trace, SMS and location-based apps

• Provide seamless visibility and ensure each delivery is localized or tailored to optimize customer experience

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13.20

Responsible and Sustainable Sourcing

• Whether you want to meet your customers needs or you want to stay ahead of ever more demanding regulations, it’s important to focus on environmental, social, and governance (ESG) issues

• Current and upcoming legislation and EU’s Corporate due diligence requirements: how to respond

• Visibility and sustainability through the Supply Chain: what to consider to achieve your green goals

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13.35

Leading your procurement organisation to the next level

• Procurement departments need to transform how they operate and collaborate with internal and external stakeholders

• The winning procurement organizations will adopt a continuous learning culture. and Leaders need to attract new talent and make sure to upskill the existing talent

• Chancing the end-to-end view: individual departments make decisions isolation, despite that ideally, the decision-making process in procurement should also incorporate multiple perspectives, so that the company understands the full implications across the entire value chain

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13.50

STUDIO AND WRAP UP

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