1. business and industrial
2. business operations
3. management
4. supply chain management

Vice President
Programs
One CSCMP
Who Am I?
What Makes Me
Qualified to Discuss This Topic?
Robin Haddock
 Group Director Coca-Cola Refreshment
Member CSCMP Atlanta Roundtable
 Prior roundtable secretary (2 years)
Work Experience (34 years with Coca-Cola)
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United Steel Worker hourly associate
Warehouse management
Transportation management
Production management
Production scheduling
Customer service management
Marketing & Sales Business liaison, strategic planning
Mid & Short term production, distribution & procurement planning
SAP SME APO SNP, PPDS & ECC
S&OP/S&OE process management
Future State
Current State
Fulcrum
VP Programs Review Agenda
VP Programs:
 Role Responsibilities, Day in Life & Challenges
 US Industry Overview: Labor statics & projected growth areas
 Roundtable Programs Current State: Locations & programs trends
 Recommended Programs Calendar
– Cornerstones of Supply Chain Management
– Traveling Speaker Bank
 Cornerstones of Supply Chain Management
Vice President Programs
Programs & Challenges
Leader of Local Community leveraging a
broad network of resources
Relationships are key with community
business leaders to help drive continued
membership growth
Mission Statement
“To lead the Supply Chain profession
by Connecting, Developing and
Educating the world’s Logistics and Supply
Chain Management Professionals
throughout their careers”
VICE PRESIDENT OF PROGRAMS
Overview
 The role of Vice President of Programs is to facilitate the organization of roundtable
programs that are relevant to local industry issues and audience interests.
 An important aspect of managing programs is insuring effective communications
between the roundtable and each speaker.
 As a leader with the roundtable board, the VP of Programs is expected to attend all
roundtable events and to support other roundtable board functions including
membership growth and marketing.
 For many roundtables, the Programs Officer is considered second-in-command to the
Roundtable President, and is often a planned successor to the Roundtable President.
 With this future responsibility in mind, the Programs Officer is expected, in the
Roundtable President’s absence, to preside over and manage board events, as well as
to support the Roundtable President as needed.
VICE PRESIDENT OF PROGRAMS
Responsibilities
 Establish an overall program for the entire roundtable year (based on the Supply Chain
Cornerstones), spearheading the effort and leading the roundtable to the successful
development and execution of a quality roundtable program and successful roundtable
events.
 Insure that budgetary constraints are observed; make sure that there is enough seed money
to pay the deposit on an upcoming event & make sure that events do not incur losses, or
that the roundtable board is aware of an expected loss in revenue.
 Manage Programs Committee/Team, recruit event coordinators who are then each
responsible for managing a single event.
 Work with the Roundtable President to promote required CSCMP Membership to the local
roundtable board. Verify the membership status of current board members and
communicate the renewal process for Roundtable Board members to receive the Board
membership rate. Promote membership to non-member committee members.
 Attend and actively participate in all Roundtable Board meetings, Roundtable Events, and
the CSCMP Roundtable Leadership Forum.
VICE PRESIDENT OF PROGRAMS
Typical Duties
 Establish the program schedule based on the Supply Chain Cornerstones for the entire
roundtable year. This should include preparing a back-up speaker/topic/event to replace
a speaker who has to cancel at the last minute.
 Ensure that speakers are identified, contacted, and committed. Several details of the
event should be communicated in writing to the speaker, including: content, audience,
attendance & event schedule.
 Day of event: make sure that the speaker has transportation and directions to and from
the event, make sure the event starts & ends on time, thank speaker as event closes
and follow-up with thank you letter.
 Develop strategies for ensuring program material stays audience relevant and current
with changes in the business & market dynamics.
 Share best practices & feedback on speakers and tours with other VP’s of programs.
Current Roundtable Program Challenges
Open Discussion
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What is working??
What are the challenges??
Ability to secure speakers???
Ability to secure tour locations??
Are you having trouble keeping the momentum going??
Keeping it fresh and aligned with ever changing US economy and labor requirements
Atlanta Feedback
 The greatest challenge is matching up the quality of the speaker with the quality of the
speakers “brand”. Coke, Home Depot, UPS, and Georgia Pacific can always fill a room
but the world supply chain is so much larger than just those in Atlanta.
 Creating a buzz and interest for small names but quality content is tough.
 The other challenge is competing with the internet. In this day and age, our “competition”
is no long just WERC or APICS or the local Traffic club, but can be a blogger or
university 800 miles away. How do we convince an audience that a topic heard in person
provides greater value than one read from the convenience of an office or team meeting.
The interaction of the network (more than just shippers bombarded by service providers)
has to be something people see as tangible and real.
VP Programs – Day in the Life
CSCMP VP Programs
Reflect on the
value you are
adding
Attend
Program Network
Deal with
crisis
Du Jour
Day in
Life
Confirm
Speaker or
Tour Venue
Look Ahead to
the next event
Review
Emais
Follow up
Calls
Check
Registration
Status
US Industry Overview
US Department of Labor:
Bureau of Labor Statistics
Projected Job Growth Markets
“Made in America” Again
Recent articles in conflict to US
Department of Labor future
state statistics indicating a 0.5%
reduction of manufacturing
jobs
Roundtable Programs
Current State
One CSCMP
47 Active Roundtables
Over 4,100 members
Roundtable Events
2013 – 2014 YTD
Roundtable
Twin Cities Roundtable
Atlanta Roundtable Cabinet
Kansas City Heartland Roundtable
Cincinnati Roundtable
Southern California Roundtable
San Diego/Baja Roundtable
Columbus Roundtable
Philadelphia Roundtable
Chicago Roundtable
New England Roundtable
Dallas/Fort Worth Roundtable
St. Louis Roundtable
Charlotte Roundtable
Baltimore Roundtable
Middle Tennessee Roundtable
Eastern Michigan Roundtable
Upstate South Carolina Roundtable
Central Florida Roundtable
Jacksonville Roundtable
Puget Sound Roundtable
Arizona Roundtable Cabinet
Lehigh Valley Roundtable
New Jersey Roundtable
South Central Pennsylvania Roundtable
Raleigh Roundtable
Mid-South Roundtable
New York City Roundtable
Northeast Wisconsin Roundtable
Northern Nevada Roundtable
Cleveland Roundtable
National Capital Area Roundtable
Indianapolis Roundtable
Savannah/Hilton Head Roundtable
Milwaukee Roundtable
Ozark Roundtable Cabinet
Central Virginia Roundtable
South Florida Roundtable
NYCONN Roundtable
Spain Roundtable
Western Michigan Roundtable
Mumbai Roundtable
Peoria Roundtable
Rocky Mountain Roundtable
Utah-Idaho Region Roundtable
Order
Supply
Procurement Manufacturing
Fulfillment &
Chain
Demand
& Supply
& Service
Inventory
Warehouse
Customer
Concepts Planning Management
Operations Transportation Management Management Relationships Networking
4
1
1
3
2
1
4
3
3
1
1
7
3
1
3
4
4
5
1
5
1
1
1
3
2
4
2
2
1
4
1
1
2
1
3
5
2
1
1
1
1
1
1
3
1
1
2
3
2
3
4
6
8
3
2
2
3
2
6
4
2
1
5
1
4
1
1
2
1
3
1
4
1
6
2
1
1
2
3
1
2
2
1
1
2
2
4
1
2
1
1
1
1
2
2
1
2
1
1
2
1
2
2
2
1
2
6
1
2
1
4
2
4
1
3
1
3
4
1
1
4
1
1
2
1
1
4
2
1
1
2
1
1
2
1
1
2
4
8
4
4
4
4
3
1
2
2
1
1
2
1
2
1
1
1
1
1
1
1
1
1
2
1
1
1
1
1
1
Total
Events
12
19
15
14
14
12
11
9
18
18
15
12
11
10
9
8
8
7
7
7
10
9
9
9
8
6
6
4
4
12
12
7
5
4
4
3
3
2
2
2
1
1
1
1
Cornerstone
Balance
6
5
5
5
5
5
5
5
4
4
4
4
4
4
4
4
4
4
4
4
3
3
3
3
3
3
3
3
3
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
Recommended Programs
Calendar
August 15: Schedule of Actives Due
Set the complete annual calendar in July to
ensure a successful and well budgeted program
year
Be Sure to Have a Theme!
SCPro Education: Level One Certification
The Cornerstones of Supply Chain Management Education
is defined within the 8 learning blocks of
SCPro Level One Certification
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Supply Chain Management
Demand Planning
Procurement & Supply Management
Manufacturing and Service Operations
Transportation Management
Inventory Management
Warehousing Management
Order Fulfillment and Customer Service
What is the value? Today’s supply chain is complicated and
requires diversity of thought and strategy for a supply chain
professional to be successful!
Why the 8 Learning Block
recommendation?
Ensure the balance of focus across all disciplines of the supply
chain & attract members from each of those critical areas.
SCPro™ Professional Certification Program is a CSCMP strategic initiative
Roundtable Purpose:
 Forum for Supply Chain professionals to connect with one another and develop their own
skills through interaction with other volunteer members of the roundtable.
 Deliver the value of the mission statement to the local community
 Attract new members – each supply chain disciplines – my experience & vision
The annual programs calendar is the ideal forum to explore beyond the
traditional focus on transportation/warehousing & to broaden roundtable
memberships by drawing in members from the under represented disciplines.
CSCMP – Event Calendar
Cornerstones of Supply Chain Management Process Flow
September
October
November
December
January
February
March
April
Networking
(1 ) Supply
Chain
Concepts
(2) Demand, (3)
Procurement &
Supply
Management
Manufacturing
& Service
Operations (4)
Transportation
Land, Air & Sea
(5)
(6) Inventory &
(7) Warehouse
Management
(8) Order
Fulfillment &
Customer
Relationships
Networking
Guest Speaker
Plant Tour
Guest Speaker
Guest Speaker
*Demand
planning or
Supply
VP/Director
accountable for
S&OP
processes & the
importance of
integrating the
supply chain
partners
*Facility
history and
capacity
overview.
Explanation
how plant is
guided on
production
requirements
needed to
fulfill customer
requirements
*VP or Director
of
transportation
accountable for
freight
procurement,
tendering &
carrier
relationship
management
Warehouse
Tour
*Facility history
overview.
Explanation of
inventory
policy & how
product is
efficiently
received,
stored and
shipped &
review of KPIs.
Social
Networking
Tour or golf
outing
Social
Networking
Tour or golf
outing
Guest
Speaker
* Operations
VP or Director
accountable
for end to end
supply
system. Able
to connect
supply chain
with business
unit
*VP or Director
of Customer
Care
accountable for
“perfect order”
& supporting
sales in
maintaining
customer
satisfaction
Traveling Speaker Bank
Concept: Leverage members of CSCMP who travel, can
speak on the various Cornerstone topics & can
coordinate their future travel schedule in advance
synchronized with Roundtables programs calendar.
What is needed to execute?
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Formalize programs event calendar
Data base of qualified speakers
Coordination between roundtable & speaker
Contingency plan if travel plans altered
Benefits to CSCMP & Speaker
 Networking across roundtables
 Knowledge sharing of new Cornerstone concepts
Name
Position
Company
Subjects
Presentation
Length
Frequent Travel
Destinations
Rob
Haddock
Group Director,
Supply Planning
Coca-Cola
Refreshments
Supply Chain Concepts,
Demand Procurement &
Supply Management
30 -45 minutes
Florida, Houston,
California
The Eight Learning Blocks
of Supply Chain Management
Supply Chain Concepts
Interest in supply chain management, both in the private and
public sectors, has grown rapidly over the last two decades.
Leading organizations now recognize the positive outcomes
— enhanced competitive strategy, increased market share,
and greater shareholder value — that can be achieved
through effective supply chain management.
These organizations are taking steps to achieve a
competitive advantage through supply chain management,
and they need skilled individuals who can design, execute,
and manage their supply chains. For these individuals, skill
development begins with having a solid foundation of
knowledge in supply chain management concepts and
principles.
Demand, Procurement
& Supply Management
 Sales and operations planning (S&OP) is a decision-making process to
balance supply and demand by integrating demand and sales forecasts with
operational plans from suppliers, production, and logistics. The goal of the
S&OP process is to integrate demand forecasts with capacity forecasts so that
the supply chain operations are integrated with the marketing and sales
functions.
 Demand planning is a key step in the sales and operations planning process.
The demand plan specifies what should be sold and when given the
organization’s supply capabilities and constraints. The goal of demand
planning is to estimate orders for products and services over some future time
period using information such as historical sales data, information about
planned promotions, and market intelligence. Demand forecasting is a key
step in the demand planning process. Strong relationships with trading
partners can be developed through successful supplier relationship
management programs and supply management processes that integrate the
procurement function with other internal functions and external supply chain
partners. These relationships can be the key to increasing the efficiency and
effectiveness of several supply chain business processes.
 The purchase of materials, work-in-process, finished goods, and services by
the procurement function is a critical business process within all supply chain
operations. The procurement processes can provide organizations with a
sustainable competitive advantage through lower costs, higher quality, and
better service for both internal and external customers.
Manufacturing &
Service Operations
 To be successful in manufacturing and service operations, managers
should possess both technical and behavioral skills.
 They should apply these skills to achieve improved transformational
processes and outputs in operations management contexts throughout
the supply chain.
 This includes manufacturing, warehousing, and all related business
service processes, such as inventory management and customer
service
Transportation –
Land, Air & Sea
 Transportation involves the physical movement of people and goods
between origin and destination points.
 From a business standpoint, transportation links geographically
separated partners and facilities in an organization’s supply chain —
customers, suppliers, channel members, plants, warehouses, and
retail outlets.
 Whether by truck, train, plane, ship, pipeline, or fiber optic wire,
transportation facilitates the creation of time and place utility in the
supply chain.
Inventory & Warehouse
Management
 Inventory management is focused on determining how much inventory
to carry across the supply chain, where to carry it, and how much
safety stock is required to meet the organization’s cost and customer
service objectives. The management of inventories will depend upon
the value of the product, the cost to carry the product in inventory, the
variability of demand and lead time, the cost of stocking out of the
product, the number of locations where inventory is held, and the
importance of the product to customers.
 Warehousing is a critical logistics function that manages the storage
and handling of materials, work-in-process, and finished goods within
supply chains. The warehousing function provides economic benefits,
such as transaction efficiencies and the consolidation and breaking
bulk of inventories. It also plays a critical role in meeting customer
requirements for the timely delivery of goods and services. This is
accomplished through value-added services and fulfillment processes,
while at the same time efficiently managing inventory costs.
Order Fulfillment &
Customer Relationships
 Order fulfillment is the complete process from point-of-sale inquiry to
delivery of a product to the customer to returns processing.
 In the broadest terms, it refers to the way organizations respond to
customer orders. Order fulfillment is a crucial process since it is the last
link in the supply chain.
 It may be the only direct contact some organizations have with their end
customers, and it can make or break an organization’s reputation with its
customers.
 Customer service is a series of activities designed to enhance the level of
customer satisfaction. Satisfaction is based on the feeling that a product
or service has met or exceeded the customer’s expectations— before,
during, and after a purchase.
Key Message
 KEEP doing what you are doing in the area of Transportation,
Warehousing, Networking & Supply Chain Concepts.
 TOUCH on the importance of Inventory Management when the
program topic or tour is warehousing.
 SET GOAL to include 1 event focused on Demand, Procurement &
Supply Management.
 LEVERAGE National office for program ideas to fill tour & speaker
gaps (speaker bank)
SCPro CSCMP Certification
Leveraging the programs calendar to provide exposure to all faucets
of the supply chain:
 1. Supply Chain Concepts
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2. Demand Planning
3. Procurement and Supply Management
4. Manufacturing and Service Operations
5. Transportation
6. Inventory Management
7. Warehousing
8. Order Fulfillment and Customer Relationships
What is the Value?
 Today’s supply chain is complicated and requires diversity of thought and strategy for
a supply chain professional to be successful
 The annual programs calendar is the ideal forum to explore beyond the traditional
focus on transportation/warehousing & to broaden roundtable memberships by
drawing in members from the under represented disciplines
BREAK
…be back at 3:30