05-06 November 2019

Dubai, UAE



05-06 November 2019: Dubai, UAE

Day 1 | 05th Nov 2019

0830 Registration & Coffee
0855 Welcome Remarks by Conference Chairperson:


Most SCM teams put in all their blood and sweat into developing their Demand and Supply Plans but many a times struggle with smooth functioning as wha they are missing in the process is the critical element of getting the team engaged and aligned so that finance, operations and sales can work together to achieve agreed-upon goals.

Many cost optimization efforts adopt a functional approach which focuses on individual cost centers and categories. This session will provide insights on the critical role of supply planning to harmonize individual functions into a cost-optimized network response that maximizes the value from assets and delivers efficient customer outcomes.

The complexity of fulfilment operations within the retail environment continues to grow as offerings such as buy online pick-up in-store, supplier drop-shipping and ship-from-store grow in popularity. This is driving a rethink in how retailers view forecasting in their organizations, causing and evolution which incorporates traditional forecasting of where the sale will occur (e.g. we will sell 10 units in 4 weeks-time) with anticipating where the sale will be fulfilled from.

Supply chain finance has undergone a complete transformation over the years, from being a new hot topic everyone is talking about to becoming a well-established best practice that is widely known today. This session will provide a high-level understanding of supply chain finance and provide relevant examples that show how corporations can optimize cash flow to create the lowest cost, greatest capacity and greatest security of liquidity, upon which working capital goals can be achieved.

1115 – 1130 Refreshment & Networking Break

It is important to take a closer look at supply chain performance management, starting with an overview of a performance management framework and highlighting the key characteristics of a performance management system. The focus always is on achieving the Three Vs: visibility, velocity and variability however a clear understanding of the functional KPIs across the plan-source-make-deliver-return cycle, and the most important factors to consider while developing a performance management system.

Wajeehuddin Ahmed, Managing Director, Texture Global Shipping & Logistics

The increasing complexity of technology, products, and network relationships are driving leading-edge supply chains to finally break down functional and application boundaries to drive greater levels value. This is what Gartner calls "supply-chain management (SCM) convergence”. What are the key tenants of Convergence and how it can help improve maturity.

Analytics solutions these days can be a powerful enabler for supply and demand planners to reveal insights and drive strategic and tactical actions in an agile manner. Analytics solutions can be successfully implemented into a company’s existing supply and demand planning process by focusing on three key steps in the implementation cycle: creating a single-source-of-truth data source; creating a centralized dashboard and reports that everyone can trust to collaborate; and creating a personalized dashboard and reports for each process owner and contributor.

1300 - 1345 Networking Lunch & visit to the exhibition

Supply chain customer fulfillment organizations are undergoing significant transformation as a result of globalization and new digital capabilities. Recent research shows that 41% of players have a structure that is centralized across business divisions, but stand-alone by region. Learn the critical capabilities necessary to make centralization of customer fulfillment successful.

S&OP has been around for decades, but today it is more valuable and more critical than ever. Global markets require a better balance between the priorities of customer service and cost. This requires a risk management process for both the demand and fulfillment sides of the business, and top management must be directly involved in the process.

A period of tremendous growth is generally marked by serious capacity constraints and the need to effectively deploy capital. This makes the need to transform S&OP process to match capacity with growth needs an imperative. This also entails an increased level of engagement within the organization and an assessment of how a focus on planning process and analytics will enable improved performance on key metrics.

Supply chain operations within an organization should be constantly reviewed to identify where improvements can be made or deficiencies eliminated. One method to help do this is to perform a series of benchmarking tests on their supply chain processes. Benchmarking, or goal setting, allows a company to assess the opportunities they may have for improving a number of areas in their supply chain including productivity, inventory accuracy, shipping accuracy, storage density, and bin-to-bin time. The benchmarking process can provide a company with some estimate of the benefits achieved by the implementation of any improvements.

Understand how latest innovations in AI, machine learning, NLP, blockchain, big data and IoT can help create a vibrant supply chain ecosystem that is collaborative, purposeful and focused on value creation.

Combining both quantitative (data driven, financial implications) and qualitative (cross-functional, real life) approaches to identifying and solving complex supply chain issues is extremely important in modern decision making process. The combined qualitative and quantitative approach can also aid in effective change management.

1700 Closing remarks of Day 1 End of Conference Followed by Refreshment

Day 2 | 06th Nov 2019

0830 Registration & Coffee
0855 Welcome Remarks by Conference Convenor: Arif Siddiqui, CEO, Coign Consulting


Supply chain agility has emerged as a leading competitive feature for organizations operating in evolving business environments. According to a recent survey, 97 percent of supply chain operators experience some type of challenge as they continue to move product to reach customer demands. Organizations focus on boosting supply chain agility for competitive advantage in their quest for a sustainable source of competitive advantage using data analytics to quickly adjust tactics and operations within supply chains

Developing an analytics culture is very important where every member of the value chain is responsible for driving analytics with real-time and accurate data: Building a 5S mindset (Sort, Set, Shine, Standardize, Sustain). The system should empower decision-makers with focused analytics, aide performance management by providing measures to the success of strategic and tactical planning using analytics

One of the most powerful uses of Predictive Analytics is the creation of inputs into traditional forecasting processes. The resulting improvement in forecast accuracy makes it hugely valuable to any organization. Understand what is the best practice in deploying predictive analytics solutions, gathering and analysing data for valuable input.

Developing a customer-centric strategy by prioritizing the business partnership and customised services that link the supply chain vision to the business strategy using supply chain process redesign methodologies and fostering tighter collaboration to deliver extra value adding services to your customers. Data analytics offers significant new opportunities to enhance customer responsiveness, reduce inventory, lower costs and improve agility.

1100 – 1115 Refreshment & Networking Break

For almost 50 years, the operations/supply chain profession has embraced the S&OP process to balance supply and demand in complex supply chain networks. With more and more tools emerging like Predictive Analytics, Big Data, probabilistic supply chain modeling, cognitive computing and risk management methodologies, the future looks very bright. Why? Because the tools allow us to adapt to the new normal, i.e., unstructured data in our supply chains.

Big data was thought to be large, complex and fast-paced. Consider how billions of devices, outside your line of sight and generating oceans of events, are going to put pressure on your ability to ingest, store and process data. Digital business and IoT hold massive promise for innovation, new business models and advanced analytics. How does the IoT create new data and analytics challenges? What must data and analytics leaders do to drive adaptation for the IoT? Which new capabilities will be critical to success? How will it translate into value for the SCM team.

Modern day planners are bombarded with large volumes of both historical and real time data. Planning systems must rapidly identify trends, exclude outliers, and turn data exceptions into actionable insights, which is why Supply Chain Planning is a natural candidate for machine learning. Thanks to the IoT, there is more and more real-time data available to us, providing visibility into demand for the short-term horizon. This session will help you understand how machine learning and demand sensing change the demand planning game and how gathering, cleansing and analysing your company’s data for short-term planning will allow your organization to react faster to opportunities and threats

The proliferation of connected ecosystems, platforms and "things” is fast exceeding human capacity to optimally connect and orchestrate a vast set of operations critical for managing data. What challenges are creating a need for AI in data management? How will AI impact data management? How will AI augmentation enhance data management infrastructure?

1315 - 1345 Networking Lunch & visit to the exhibition


Its becoming increasingly important to design strategic models for a supplier relationship management program. Supplier relations can impact the bottom line for both the suppliers and buyers in more than one way and a well defined best practice for negotiations in a supplier relations programs helps reduce the overall total cost to produce a high-quality product

Understanding how leading organizations are measuring value beyond savings and how suppliers can deliver. How proper Supply Relationship Management (SRM) and supplier benchmarking help contribute to success? What works, what doesn't when benchmarking your suppliers’ performance? Determining the most vital suppliers to your organization’s success. Measuring total supplier value, including quality, innovation, scale and technology adoption

Interest has grown in digitization of strategic sourcing and procure-to-pay (P2P) due to digital business initiatives using technologies like virtual assistants, embedded real-time analytics, APIs and zero-touch user interfaces (UIs). Its important to the future of P2P and strategic sourcing (e-sourcing, spend analysis, and contract management) software applications as they will be an integral part of the ecosystem.

Interest continues to grow in integrated suites of applications that address sourcing, procurement, contract life cycle management, and supplier management. At the same time, artificial intelligence, robotic process automation and blockchain are gaining traction. Sourcing and procurement leaders can use this research to understand the maturity and benefits of available technologies, and to help prioritize operational and strategic solution investments

Developing and deploying actionable scorecards and continuous improvement plans aligned to business-partner priorities enables procurement to extract better performance from critical suppliers, and deliver competitive advantage to the enterprise. It is important to understand how to construct category-based scorecards, create the right KPIs and lead effective supplier review meetings.

Digital business imperatives coupled with increasing trade pressures, climate change, natural disasters, geopolitical concerns, and changing business models are intensifying the need for agility and robust business continuity planning. Understand the critical considerations for incorporating external partners into successful business continuity planning.

Forecasting the number of items in inventory is an important factor in reducing direct and indirect inventory carrying cost and reducing stockouts. This problem can be considered as a time series forecasting problem and as such many of us try to solve it using time series techniques. But due to the complexity and number of parameters, neither time series modelling nor deep learning models are able to provide decent forecast accuracy. An elegant approach to this complex problem is the use of signal processing, specifically wavelet transformations.

1730 Closing remarks and End of Conference Followed by Refreshment