STREAM 1: Enterprise Flow and Value
Building the Supply Chain Growth Engine
Moving supply chain from cost centre to strategic driver of enterprise growth
Supply chain becomes a growth engine when it is designed not only to reduce cost and protect service, but to unlock growth, strengthen cash flow and improve how the business responds to customers. Drawing on the transformation of Bayer Consumer Health’s €6 billion global supply chain, this keynote will reveal what it takes to reposition the function as a driver of enterprise performance, delivering more than 20% in cost-to-serve savings alongside record service levels and strong free cash flow. It will then look to what comes next: removing decision latency and using AI to build a more predictive, self-learning and increasingly autonomous supply chain.
Redesigning Supply Chain for Customer Growth
How customer collaboration changes roles, processes and operating decisions
As businesses expand into new customers, channels and service models, supply chain often has to adapt far beyond fulfilment. Packaging, forecasting, customer service, warehouse processes, technology and internal responsibilities may all need to change to support growth without creating avoidable cost or complexity.
Drawing on practical changes introduced at Wella, this session explores how closer collaboration between supply chain, sales and customers can improve service, reduce friction and make the organisation more responsive. It will consider the value of dedicated customer-collaboration roles that connect forecasting, warehousing, customer service and operational improvement around the needs of priority customers.
The session will explore:
- How customer growth and new channels expose gaps in existing supply chain processes and responsibilities
- How dedicated customer-collaboration roles can improve forecasting, service, onboarding and cost-to-serve
- How supply chain and sales can work together to shape commitments the operation can deliver
IBP as the Enterprise Execution System
S&OP and IBP remain high on the agenda because many organisations still struggle to turn planning into an enterprise decision process. Too often, planning is treated as a supply chain routine rather than the operating rhythm that connects commercial ambition, customer demand, production capacity, supply availability, inventory and financial performance. This workshop reframes IBP as the execution system for the business, forcing the trade-offs that matter across functions and aligning strategy with operational reality.
The workshop will explore:
- How to move S&OP and IBP from supply chain meeting to enterprise decision forum
- How to connect demand, capacity, supply, finance and customer promise in one planning rhythm
- How to use IBP to drive decisions on service, inventory, working capital and profitability
Supply Chain Redesign Through a Procurement Lens
What changes when commercial capability is brought directly into the design of a wider supply chain operating model? Drawing on the transformation underway at DoorDash, this session explores how bringing sourcing, logistics, inventory and network decisions closer together is helping teams challenge inherited assumptions and consider choices that were harder to see or justify when operations were managed separately.
The discussion will explore:
- What changes when commercial capability sits directly within the supply chain operating model
- What becomes visible when sourcing, logistics, inventory and network decisions are considered together
- How greater integration and scale can open up more fundamental design choices
The Customer Promise Test
What supply chain needs to test the promise before committing
Customer promises around availability, speed, flexibility, fulfilment and returns are often shaped before their operational requirements and full cost are understood. Supply chain is then expected to protect those commitments through additional inventory, premium freight, excess capacity or repeated intervention, without clear evidence that the added service creates sufficient customer or commercial value.
This session explores the questions supply chain leaders need to bring into discussions with commercial, marketing, customer experience and finance before a promise becomes an operational obligation. It will begin to identify the components of a practical toolkit for connecting customer evidence with operational requirements, cost-to-serve and shared decision ownership.
The session will explore:
- What customer and commercial evidence supply chain needs before committing to a service promise
- How choices around availability, speed, flexibility and returns translate into operational requirements
- How to develop credible service options rather than simply accepting or rejecting a proposed promise
- How functions can agree the trade-offs, decision ownership and conditions that should trigger a review
- The core components organisations may need when developing their own customer-promise test
Data as a Leadership Capability for Continuous Redesign
How AI-enabled supply chains move from better insight to better decisions
As supply chains become more AI-enabled, data can no longer sit in the organisation as a reporting function, technical foundation or transformation workstream. It is becoming part of how enterprises decide, adapt and compete. This session explores the leadership shift required to move from better insight to better decisions: how to focus data and AI investment around the choices that shape growth, resilience, productivity, service and margin. Drawing on Steve's experience at Diageo and Dyson, it will examine what changes when data becomes a core enterprise capability for continuous redesign.
The session will explore:
- Why data work must be anchored in the decisions that matter most
- How AI changes the relationship between insight, judgement and enterprise action
- What it takes to make data a source of competitive advantage, not organisational complexity
Continuous Redesign
How supply chain leaders redesign systems, networks and decisions while maintaining operational performance
Modern supply chains are under constant pressure to change, but day-to-day performance still has to hold. Orders, service levels, factory output, cost control and customer commitments cannot be treated as separate from transformation. This keynote explores continuous redesign as a leadership capability: how senior supply chain leaders can adapt networks, planning processes, operating models, data, technology and decision rights without compromising operational performance.
Designing Around Flow, Not Functions
Creating shared ownership of the decisions that determine enterprise performance
Most supply chains are measured end to end but still managed through separate functional targets. When demand changes, supply is constrained or customer priorities conflict, the consequences move across inventory, capacity, logistics, service, cash and margin, but ownership of the complete decision is often unclear. This keynote panel explores how organisations identify the decisions that require end-to-end ownership, establish clear decision rights and connect functional measures to shared enterprise outcomes. It will consider where process ownership adds value, how competing priorities are resolved without creating another layer of coordination, and how IBP and other enterprise forums can turn separate functional plans into coordinated execution. Delegates will leave with a clearer view of which decisions should be managed across the complete flow, who should own them and what governance is needed to act.
Operating in the Never Normal
Designing supply chains for trade, carbon, regulation and disruption
Tariffs, carbon requirements, customs regimes, industrial policy and regional disruption are no longer isolated complications for supply chain execution. Together, they are changing the economics and feasibility of where organisations source, manufacture, hold inventory and serve customers. This keynote explores how leaders distinguish temporary volatility from structural change, translate an evolving external environment into strategic supply-chain choices, and decide when changes to the network are warranted without reacting to every new disruption in isolation.
AI in Supply Chain: What's Real, What's Not, and What to Do Next
From experimentation to trusted operational value
AI is firmly on the supply chain agenda, but the gap between ambition and operational value remains wide. This keynote examines where AI is genuinely changing planning, logistics, procurement and service decisions, and where organisations are still struggling to prove its value inside real workflows. It will explore what leaders need to put in place next across data, architecture, governance, skills, trust and decision ownership, so AI is prioritised around the decisions that matter most.
Redesigning the Human Operating Model for an AI-Enabled Supply Chain
After several years of building data, analytics, automation and AI capability, Teleflex reached a point where the next stage of value depended less on deploying more technology and more on evolving the organisation around it. Rose Prendergast will share how the business deliberately paused further technology deployment to redesign the operating model alongside its people strategy. Working across supply chain, technology and HR, the organisation is reshaping roles, capabilities and ways of working so teams are equipped to realise the full value of a more connected, AI-enabled supply chain.
The session will explore:
- How to recognise when organisational design, rather than technology capability, becomes the next constraint on transformation
- How Teleflex is reshaping roles, capabilities and workforce planning to support more integrated ways of working across planning, logistics and distribution
- Why sustained value from AI depends on evolving the organisation alongside the technology, rather than treating change management as the final stage of implementation
Designing and Owning the Customer Promise
Aligning customer value, operational capability and margin
Customer promises are often shaped commercially, measured through service targets and delivered by supply chain, but responsibility for the full outcome rarely sits in one place. Decisions on availability, lead time, fulfilment, inventory, communication and service flexibility affect both what the customer experiences and what the business spends to deliver it. This keynote panel brings together leaders from supply chain, customer operations, commercial and finance to explore how the customer promise should be designed, who owns the trade-offs behind it, and how organisations align customer value with operational capability and margin.
Augmented, Not Artificial
Redefining decision authority in the supply chain
As AI becomes embedded in planning, procurement, logistics, service and execution, the most important question is not what technology can replace, but how it can elevate human contribution. This closing keynote explores how Augmented Intelligence can move supply chain teams from tactical execution towards stronger judgement, orchestration and strategic decision-making. It will consider how leaders redesign decision authority around the irreplaceable human capabilities of context, empathy, creativity, risk judgement and accountability.
STREAM 2: Resilience, Network and Execution
Building the Supply Chain Growth Engine
Moving supply chain from cost centre to strategic driver of enterprise growth
Supply chain becomes a growth engine when it is designed not only to reduce cost and protect service, but to unlock growth, strengthen cash flow and improve how the business responds to customers. Drawing on the transformation of Bayer Consumer Health’s €6 billion global supply chain, this keynote will reveal what it takes to reposition the function as a driver of enterprise performance, delivering more than 20% in cost-to-serve savings alongside record service levels and strong free cash flow. It will then look to what comes next: removing decision latency and using AI to build a more predictive, self-learning and increasingly autonomous supply chain.
Strategic Network Design
Network design is no longer just a logistics optimisation exercise. In a more volatile and customer-led environment, it starts with bigger questions about where the business sells, makes, sources, stores and serves. This workshop explores network design as a strategic supply chain decision, connecting customer promise, manufacturing footprint, supplier location, logistics flows, inventory positioning, resilience, capital and cost.
The session will examine:
- How to move from network optimisation to strategic network design
- How to align manufacturing, supplier location, inventory and logistics with customer and brand promise
- How to balance cost, risk, resilience, capital and service when redesigning the network
Logistics in the Never Normal
Logistics has become one of the clearest pressure points in the modern supply chain. Freight volatility, fuel costs, route disruption, customs complexity, labour pressure, capacity constraints and rising service expectations all affect the ability to serve customers profitably and reliably. This workshop explores logistics as a strategic supply chain capability, where decisions on routes, partners, inventory, visibility and escalation increasingly shape cost, service, resilience and customer trust.
The session will explore:
- How route disruption, freight volatility and capacity constraints are changing logistics strategy
- How logistics decisions affect inventory, working capital, customer communication and cost-to-serve
- How to build a more resilient logistics model through visibility, partner orchestration, contingency planning and faster escalation
Continuous Redesign of the Logistics Network
Logistics networks can no longer be designed once and optimised periodically. Congestion, freight rates, route disruption, capacity and changing market requirements mean that decisions about ports, modes, carriers and network flows must be revisited continuously.
Drawing on BAT’s global logistics transformation, Leonardo Marins will share how the business is connecting transport execution data, visibility, external market benchmarks and network-design capability to identify better options earlier and redesign the network as conditions change.
The session will explore:
- Moving from periodic network studies to continuous, data-led redesign
- The role of execution data and external benchmarks in decisions about routes, ports, modes and carriers
- The tension between integrated logistics platforms, outsourced capability and retaining internal intelligence, control and expertise
- Identifying emerging network inefficiencies before they affect cost, service or resilience
Data as a Leadership Capability for Continuous Redesign
How AI-enabled supply chains move from better insight to better decisions
As supply chains become more AI-enabled, data can no longer sit in the organisation as a reporting function, technical foundation or transformation workstream. It is becoming part of how enterprises decide, adapt and compete. This session explores the leadership shift required to move from better insight to better decisions: how to focus data and AI investment around the choices that shape growth, resilience, productivity, service and margin. Drawing on Steve's experience at Diageo and Dyson, it will examine what changes when data becomes a core enterprise capability for continuous redesign.
The session will explore:
- Why data work must be anchored in the decisions that matter most
- How AI changes the relationship between insight, judgement and enterprise action
- What it takes to make data a source of competitive advantage, not organisational complexity
Continuous Redesign
How supply chain leaders redesign systems, networks and decisions while maintaining operational performance
Modern supply chains are under constant pressure to change, but day-to-day performance still has to hold. Orders, service levels, factory output, cost control and customer commitments cannot be treated as separate from transformation. This keynote explores continuous redesign as a leadership capability: how senior supply chain leaders can adapt networks, planning processes, operating models, data, technology and decision rights without compromising operational performance.
Designing Around Flow, Not Functions
Creating shared ownership of the decisions that determine enterprise performance
Most supply chains are measured end to end but still managed through separate functional targets. When demand changes, supply is constrained or customer priorities conflict, the consequences move across inventory, capacity, logistics, service, cash and margin, but ownership of the complete decision is often unclear. This keynote panel explores how organisations identify the decisions that require end-to-end ownership, establish clear decision rights and connect functional measures to shared enterprise outcomes. It will consider where process ownership adds value, how competing priorities are resolved without creating another layer of coordination, and how IBP and other enterprise forums can turn separate functional plans into coordinated execution. Delegates will leave with a clearer view of which decisions should be managed across the complete flow, who should own them and what governance is needed to act.
Operating in the Never Normal
Designing supply chains for trade, carbon, regulation and disruption
Tariffs, carbon requirements, customs regimes, industrial policy and regional disruption are no longer isolated complications for supply chain execution. Together, they are changing the economics and feasibility of where organisations source, manufacture, hold inventory and serve customers. This keynote explores how leaders distinguish temporary volatility from structural change, translate an evolving external environment into strategic supply-chain choices, and decide when changes to the network are warranted without reacting to every new disruption in isolation.
AI in Supply Chain: What's Real, What's Not, and What to Do Next
From experimentation to trusted operational value
AI is firmly on the supply chain agenda, but the gap between ambition and operational value remains wide. This keynote examines where AI is genuinely changing planning, logistics, procurement and service decisions, and where organisations are still struggling to prove its value inside real workflows. It will explore what leaders need to put in place next across data, architecture, governance, skills, trust and decision ownership, so AI is prioritised around the decisions that matter most.
Redesigning Planning at Global Scale
Drawing on Diageo’s Project Voyager programme, this session explores the reality of implementing a major planning transformation across a complex multinational organisation. Neha Singh will share what has worked, what has needed to change along the way and where the greatest risks sit when new processes, systems and ways of working are introduced across multiple markets. The session will bring out the practical lessons behind maintaining momentum, building adoption and protecting operational performance while the transformation is still unfolding.
The session will explore:
- Where global planning transformations most often lose pace, alignment or local engagement
- How to adapt the programme as lessons emerge without weakening the overall design
- What leaders need to get right across governance, capability and implementation to make change hold at scale
Designing and Owning the Customer Promise
Aligning customer value, operational capability and margin
Customer promises are often shaped commercially, measured through service targets and delivered by supply chain, but responsibility for the full outcome rarely sits in one place. Decisions on availability, lead time, fulfilment, inventory, communication and service flexibility affect both what the customer experiences and what the business spends to deliver it. This keynote panel brings together leaders from supply chain, customer operations, commercial and finance to explore how the customer promise should be designed, who owns the trade-offs behind it, and how organisations align customer value with operational capability and margin.
Augmented, Not Artificial
Redefining decision authority in the supply chain
As AI becomes embedded in planning, procurement, logistics, service and execution, the most important question is not what technology can replace, but how it can elevate human contribution. This closing keynote explores how Augmented Intelligence can move supply chain teams from tactical execution towards stronger judgement, orchestration and strategic decision-making. It will consider how leaders redesign decision authority around the irreplaceable human capabilities of context, empathy, creativity, risk judgement and accountability.
STREAM 3: Decision Intelligence and Human Capability
Building the Supply Chain Growth Engine
Moving supply chain from cost centre to strategic driver of enterprise growth
Supply chain becomes a growth engine when it is designed not only to reduce cost and protect service, but to unlock growth, strengthen cash flow and improve how the business responds to customers. Drawing on the transformation of Bayer Consumer Health’s €6 billion global supply chain, this keynote will reveal what it takes to reposition the function as a driver of enterprise performance, delivering more than 20% in cost-to-serve savings alongside record service levels and strong free cash flow. It will then look to what comes next: removing decision latency and using AI to build a more predictive, self-learning and increasingly autonomous supply chain.
When Data Is the Barrier, and When It's the Excuse
Imperfect data can slow supply chain transformation, weaken confidence and limit the value of AI. But it does not have to stop progress. Drawing on practical work inside BASF, Shweta will explore how AI agents can help teams create a faster first view of the data they already have, exposing gaps, identifying patterns and generating early recommendations while keeping human judgement, validation and accountability in place.
The session will explore:
- How to move faster without waiting for perfect data
- How AI agents can expose gaps, cluster patterns and support early recommendations
- How to maintain trust, control and accountability when working with imperfect data
Network Simulation Is Not the Hard Part
Network simulation can help leaders test routes, sourcing choices, capacity, inventory and service trade-offs before decisions become expensive to correct. But the model only creates value if the organisation is willing and able to act on what it shows. This workshop explores the harder side of network optimisation: how to turn simulation insight into better decisions across procurement, manufacturing, logistics, commercial, finance and supply chain.
The session will explore:
- Why network optimisation is not just a logistics cost-saving exercise
- How simulation can support better decisions on sourcing, routes, capacity, inventory, service and margin
- What leaders need to do differently to turn network insight into action across the business
Future-Ready Supply Chain Leadership
Building teams that can make better decisions in an AI-enabled enterprise
Supply chain capability is changing faster than traditional career paths, competency models and leadership programmes. AI, automation and enterprise decision-making are reshaping the contribution expected from planners, logistics leaders and supply chain professionals. The challenge is no longer simply building digital skills. It is developing teams that combine commercial judgement, systems thinking, data literacy and cross-functional influence while knowing when human experience should challenge automated recommendations. This session explores how leaders prepare their organisations for a future where competitive advantage depends increasingly on the quality of decisions rather than the quantity of analysis.
The session will explore:
- Which capabilities become more valuable as AI assumes more analytical and repetitive work
- How to develop commercial judgement, systems thinking and cross-functional decision-making across supply chain teams
- How leaders redesign roles, capability models and career paths for a continuously evolving operating environment
Data as a Leadership Capability for Continuous Redesign
How AI-enabled supply chains move from better insight to better decisions
As supply chains become more AI-enabled, data can no longer sit in the organisation as a reporting function, technical foundation or transformation workstream. It is becoming part of how enterprises decide, adapt and compete. This session explores the leadership shift required to move from better insight to better decisions: how to focus data and AI investment around the choices that shape growth, resilience, productivity, service and margin. Drawing on Steve's experience at Diageo and Dyson, it will examine what changes when data becomes a core enterprise capability for continuous redesign.
The session will explore:
- Why data work must be anchored in the decisions that matter most
- How AI changes the relationship between insight, judgement and enterprise action
- What it takes to make data a source of competitive advantage, not organisational complexity
Continuous Redesign
How supply chain leaders redesign systems, networks and decisions while maintaining operational performance
Modern supply chains are under constant pressure to change, but day-to-day performance still has to hold. Orders, service levels, factory output, cost control and customer commitments cannot be treated as separate from transformation. This keynote explores continuous redesign as a leadership capability: how senior supply chain leaders can adapt networks, planning processes, operating models, data, technology and decision rights without compromising operational performance.
Designing Around Flow, Not Functions
Creating shared ownership of the decisions that determine enterprise performance
Most supply chains are measured end to end but still managed through separate functional targets. When demand changes, supply is constrained or customer priorities conflict, the consequences move across inventory, capacity, logistics, service, cash and margin, but ownership of the complete decision is often unclear. This keynote panel explores how organisations identify the decisions that require end-to-end ownership, establish clear decision rights and connect functional measures to shared enterprise outcomes. It will consider where process ownership adds value, how competing priorities are resolved without creating another layer of coordination, and how IBP and other enterprise forums can turn separate functional plans into coordinated execution. Delegates will leave with a clearer view of which decisions should be managed across the complete flow, who should own them and what governance is needed to act.
Operating in the Never Normal
Designing supply chains for trade, carbon, regulation and disruption
Tariffs, carbon requirements, customs regimes, industrial policy and regional disruption are no longer isolated complications for supply chain execution. Together, they are changing the economics and feasibility of where organisations source, manufacture, hold inventory and serve customers. This keynote explores how leaders distinguish temporary volatility from structural change, translate an evolving external environment into strategic supply-chain choices, and decide when changes to the network are warranted without reacting to every new disruption in isolation.
AI in Supply Chain: What's Real, What's Not, and What to Do Next
From experimentation to trusted operational value
AI is firmly on the supply chain agenda, but the gap between ambition and operational value remains wide. This keynote examines where AI is genuinely changing planning, logistics, procurement and service decisions, and where organisations are still struggling to prove its value inside real workflows. It will explore what leaders need to put in place next across data, architecture, governance, skills, trust and decision ownership, so AI is prioritised around the decisions that matter most.
Eight Ways of Working, One Broken Flow
Supply chains do not only break inside the organisation. They also break at the boundaries between customers, suppliers, retailers, logistics partners and manufacturers. Different systems, data requirements, service expectations and ways of working may seem manageable in isolation, but together they create friction, hidden cost and operational drag across the end-to-end supply chain. This workshop explores how leaders can reduce avoidable process fragmentation, improve partner collaboration and protect flow across the wider value chain.
The session will explore:
- Where customer, supplier and partner-specific ways of working create hidden cost and operational drag
- How to distinguish useful service differentiation from avoidable process complexity
- How to improve collaboration, data exchange and shared accountability across the value chain
Designing and Owning the Customer Promise
Aligning customer value, operational capability and margin
Customer promises are often shaped commercially, measured through service targets and delivered by supply chain, but responsibility for the full outcome rarely sits in one place. Decisions on availability, lead time, fulfilment, inventory, communication and service flexibility affect both what the customer experiences and what the business spends to deliver it. This keynote panel brings together leaders from supply chain, customer operations, commercial and finance to explore how the customer promise should be designed, who owns the trade-offs behind it, and how organisations align customer value with operational capability and margin.
Augmented, Not Artificial
Redefining decision authority in the supply chain
As AI becomes embedded in planning, procurement, logistics, service and execution, the most important question is not what technology can replace, but how it can elevate human contribution. This closing keynote explores how Augmented Intelligence can move supply chain teams from tactical execution towards stronger judgement, orchestration and strategic decision-making. It will consider how leaders redesign decision authority around the irreplaceable human capabilities of context, empathy, creativity, risk judgement and accountability.
All
Building the Supply Chain Growth Engine
Moving supply chain from cost centre to strategic driver of enterprise growth
Supply chain becomes a growth engine when it is designed not only to reduce cost and protect service, but to unlock growth, strengthen cash flow and improve how the business responds to customers. Drawing on the transformation of Bayer Consumer Health’s €6 billion global supply chain, this keynote will reveal what it takes to reposition the function as a driver of enterprise performance, delivering more than 20% in cost-to-serve savings alongside record service levels and strong free cash flow. It will then look to what comes next: removing decision latency and using AI to build a more predictive, self-learning and increasingly autonomous supply chain.
Redesigning Supply Chain for Customer Growth
How customer collaboration changes roles, processes and operating decisions
As businesses expand into new customers, channels and service models, supply chain often has to adapt far beyond fulfilment. Packaging, forecasting, customer service, warehouse processes, technology and internal responsibilities may all need to change to support growth without creating avoidable cost or complexity.
Drawing on practical changes introduced at Wella, this session explores how closer collaboration between supply chain, sales and customers can improve service, reduce friction and make the organisation more responsive. It will consider the value of dedicated customer-collaboration roles that connect forecasting, warehousing, customer service and operational improvement around the needs of priority customers.
The session will explore:
- How customer growth and new channels expose gaps in existing supply chain processes and responsibilities
- How dedicated customer-collaboration roles can improve forecasting, service, onboarding and cost-to-serve
- How supply chain and sales can work together to shape commitments the operation can deliver
Strategic Network Design
Network design is no longer just a logistics optimisation exercise. In a more volatile and customer-led environment, it starts with bigger questions about where the business sells, makes, sources, stores and serves. This workshop explores network design as a strategic supply chain decision, connecting customer promise, manufacturing footprint, supplier location, logistics flows, inventory positioning, resilience, capital and cost.
The session will examine:
- How to move from network optimisation to strategic network design
- How to align manufacturing, supplier location, inventory and logistics with customer and brand promise
- How to balance cost, risk, resilience, capital and service when redesigning the network
When Data Is the Barrier, and When It's the Excuse
Imperfect data can slow supply chain transformation, weaken confidence and limit the value of AI. But it does not have to stop progress. Drawing on practical work inside BASF, Shweta will explore how AI agents can help teams create a faster first view of the data they already have, exposing gaps, identifying patterns and generating early recommendations while keeping human judgement, validation and accountability in place.
The session will explore:
- How to move faster without waiting for perfect data
- How AI agents can expose gaps, cluster patterns and support early recommendations
- How to maintain trust, control and accountability when working with imperfect data
IBP as the Enterprise Execution System
S&OP and IBP remain high on the agenda because many organisations still struggle to turn planning into an enterprise decision process. Too often, planning is treated as a supply chain routine rather than the operating rhythm that connects commercial ambition, customer demand, production capacity, supply availability, inventory and financial performance. This workshop reframes IBP as the execution system for the business, forcing the trade-offs that matter across functions and aligning strategy with operational reality.
The workshop will explore:
- How to move S&OP and IBP from supply chain meeting to enterprise decision forum
- How to connect demand, capacity, supply, finance and customer promise in one planning rhythm
- How to use IBP to drive decisions on service, inventory, working capital and profitability
Supply Chain Redesign Through a Procurement Lens
What changes when commercial capability is brought directly into the design of a wider supply chain operating model? Drawing on the transformation underway at DoorDash, this session explores how bringing sourcing, logistics, inventory and network decisions closer together is helping teams challenge inherited assumptions and consider choices that were harder to see or justify when operations were managed separately.
The discussion will explore:
- What changes when commercial capability sits directly within the supply chain operating model
- What becomes visible when sourcing, logistics, inventory and network decisions are considered together
- How greater integration and scale can open up more fundamental design choices
Logistics in the Never Normal
Logistics has become one of the clearest pressure points in the modern supply chain. Freight volatility, fuel costs, route disruption, customs complexity, labour pressure, capacity constraints and rising service expectations all affect the ability to serve customers profitably and reliably. This workshop explores logistics as a strategic supply chain capability, where decisions on routes, partners, inventory, visibility and escalation increasingly shape cost, service, resilience and customer trust.
The session will explore:
- How route disruption, freight volatility and capacity constraints are changing logistics strategy
- How logistics decisions affect inventory, working capital, customer communication and cost-to-serve
- How to build a more resilient logistics model through visibility, partner orchestration, contingency planning and faster escalation
Network Simulation Is Not the Hard Part
Network simulation can help leaders test routes, sourcing choices, capacity, inventory and service trade-offs before decisions become expensive to correct. But the model only creates value if the organisation is willing and able to act on what it shows. This workshop explores the harder side of network optimisation: how to turn simulation insight into better decisions across procurement, manufacturing, logistics, commercial, finance and supply chain.
The session will explore:
- Why network optimisation is not just a logistics cost-saving exercise
- How simulation can support better decisions on sourcing, routes, capacity, inventory, service and margin
- What leaders need to do differently to turn network insight into action across the business
The Customer Promise Test
What supply chain needs to test the promise before committing
Customer promises around availability, speed, flexibility, fulfilment and returns are often shaped before their operational requirements and full cost are understood. Supply chain is then expected to protect those commitments through additional inventory, premium freight, excess capacity or repeated intervention, without clear evidence that the added service creates sufficient customer or commercial value.
This session explores the questions supply chain leaders need to bring into discussions with commercial, marketing, customer experience and finance before a promise becomes an operational obligation. It will begin to identify the components of a practical toolkit for connecting customer evidence with operational requirements, cost-to-serve and shared decision ownership.
The session will explore:
- What customer and commercial evidence supply chain needs before committing to a service promise
- How choices around availability, speed, flexibility and returns translate into operational requirements
- How to develop credible service options rather than simply accepting or rejecting a proposed promise
- How functions can agree the trade-offs, decision ownership and conditions that should trigger a review
- The core components organisations may need when developing their own customer-promise test
Continuous Redesign of the Logistics Network
Logistics networks can no longer be designed once and optimised periodically. Congestion, freight rates, route disruption, capacity and changing market requirements mean that decisions about ports, modes, carriers and network flows must be revisited continuously.
Drawing on BAT’s global logistics transformation, Leonardo Marins will share how the business is connecting transport execution data, visibility, external market benchmarks and network-design capability to identify better options earlier and redesign the network as conditions change.
The session will explore:
- Moving from periodic network studies to continuous, data-led redesign
- The role of execution data and external benchmarks in decisions about routes, ports, modes and carriers
- The tension between integrated logistics platforms, outsourced capability and retaining internal intelligence, control and expertise
- Identifying emerging network inefficiencies before they affect cost, service or resilience
Future-Ready Supply Chain Leadership
Building teams that can make better decisions in an AI-enabled enterprise
Supply chain capability is changing faster than traditional career paths, competency models and leadership programmes. AI, automation and enterprise decision-making are reshaping the contribution expected from planners, logistics leaders and supply chain professionals. The challenge is no longer simply building digital skills. It is developing teams that combine commercial judgement, systems thinking, data literacy and cross-functional influence while knowing when human experience should challenge automated recommendations. This session explores how leaders prepare their organisations for a future where competitive advantage depends increasingly on the quality of decisions rather than the quantity of analysis.
The session will explore:
- Which capabilities become more valuable as AI assumes more analytical and repetitive work
- How to develop commercial judgement, systems thinking and cross-functional decision-making across supply chain teams
- How leaders redesign roles, capability models and career paths for a continuously evolving operating environment
Data as a Leadership Capability for Continuous Redesign
How AI-enabled supply chains move from better insight to better decisions
As supply chains become more AI-enabled, data can no longer sit in the organisation as a reporting function, technical foundation or transformation workstream. It is becoming part of how enterprises decide, adapt and compete. This session explores the leadership shift required to move from better insight to better decisions: how to focus data and AI investment around the choices that shape growth, resilience, productivity, service and margin. Drawing on Steve's experience at Diageo and Dyson, it will examine what changes when data becomes a core enterprise capability for continuous redesign.
The session will explore:
- Why data work must be anchored in the decisions that matter most
- How AI changes the relationship between insight, judgement and enterprise action
- What it takes to make data a source of competitive advantage, not organisational complexity
Continuous Redesign
How supply chain leaders redesign systems, networks and decisions while maintaining operational performance
Modern supply chains are under constant pressure to change, but day-to-day performance still has to hold. Orders, service levels, factory output, cost control and customer commitments cannot be treated as separate from transformation. This keynote explores continuous redesign as a leadership capability: how senior supply chain leaders can adapt networks, planning processes, operating models, data, technology and decision rights without compromising operational performance.
PANEL DISCUSSION
Designing Around Flow, Not Functions
Creating shared ownership of the decisions that determine enterprise performance
Most supply chains are measured end to end but still managed through separate functional targets. When demand changes, supply is constrained or customer priorities conflict, the consequences move across inventory, capacity, logistics, service, cash and margin, but ownership of the complete decision is often unclear. This keynote panel explores how organisations identify the decisions that require end-to-end ownership, establish clear decision rights and connect functional measures to shared enterprise outcomes. It will consider where process ownership adds value, how competing priorities are resolved without creating another layer of coordination, and how IBP and other enterprise forums can turn separate functional plans into coordinated execution. Delegates will leave with a clearer view of which decisions should be managed across the complete flow, who should own them and what governance is needed to act.
Operating in the Never Normal
Designing supply chains for trade, carbon, regulation and disruption
Tariffs, carbon requirements, customs regimes, industrial policy and regional disruption are no longer isolated complications for supply chain execution. Together, they are changing the economics and feasibility of where organisations source, manufacture, hold inventory and serve customers. This keynote explores how leaders distinguish temporary volatility from structural change, translate an evolving external environment into strategic supply-chain choices, and decide when changes to the network are warranted without reacting to every new disruption in isolation.
AI in Supply Chain: What's Real, What's Not, and What to Do Next
From experimentation to trusted operational value
AI is firmly on the supply chain agenda, but the gap between ambition and operational value remains wide. This keynote examines where AI is genuinely changing planning, logistics, procurement and service decisions, and where organisations are still struggling to prove its value inside real workflows. It will explore what leaders need to put in place next across data, architecture, governance, skills, trust and decision ownership, so AI is prioritised around the decisions that matter most.
Redesigning the Human Operating Model for an AI-Enabled Supply Chain
After several years of building data, analytics, automation and AI capability, Teleflex reached a point where the next stage of value depended less on deploying more technology and more on evolving the organisation around it. Rose Prendergast will share how the business deliberately paused further technology deployment to redesign the operating model alongside its people strategy. Working across supply chain, technology and HR, the organisation is reshaping roles, capabilities and ways of working so teams are equipped to realise the full value of a more connected, AI-enabled supply chain.
The session will explore:
- How to recognise when organisational design, rather than technology capability, becomes the next constraint on transformation
- How Teleflex is reshaping roles, capabilities and workforce planning to support more integrated ways of working across planning, logistics and distribution
- Why sustained value from AI depends on evolving the organisation alongside the technology, rather than treating change management as the final stage of implementation
Redesigning Planning at Global Scale
Drawing on Diageo’s Project Voyager programme, this session explores the reality of implementing a major planning transformation across a complex multinational organisation. Neha Singh will share what has worked, what has needed to change along the way and where the greatest risks sit when new processes, systems and ways of working are introduced across multiple markets. The session will bring out the practical lessons behind maintaining momentum, building adoption and protecting operational performance while the transformation is still unfolding.
The session will explore:
- Where global planning transformations most often lose pace, alignment or local engagement
- How to adapt the programme as lessons emerge without weakening the overall design
- What leaders need to get right across governance, capability and implementation to make change hold at scale
Eight Ways of Working, One Broken Flow
Supply chains do not only break inside the organisation. They also break at the boundaries between customers, suppliers, retailers, logistics partners and manufacturers. Different systems, data requirements, service expectations and ways of working may seem manageable in isolation, but together they create friction, hidden cost and operational drag across the end-to-end supply chain. This workshop explores how leaders can reduce avoidable process fragmentation, improve partner collaboration and protect flow across the wider value chain.
The session will explore:
- Where customer, supplier and partner-specific ways of working create hidden cost and operational drag
- How to distinguish useful service differentiation from avoidable process complexity
- How to improve collaboration, data exchange and shared accountability across the value chain
Designing and Owning the Customer Promise
Aligning customer value, operational capability and margin
Customer promises are often shaped commercially, measured through service targets and delivered by supply chain, but responsibility for the full outcome rarely sits in one place. Decisions on availability, lead time, fulfilment, inventory, communication and service flexibility affect both what the customer experiences and what the business spends to deliver it. This keynote panel brings together leaders from supply chain, customer operations, commercial and finance to explore how the customer promise should be designed, who owns the trade-offs behind it, and how organisations align customer value with operational capability and margin.
Augmented, Not Artificial
Redefining decision authority in the supply chain
As AI becomes embedded in planning, procurement, logistics, service and execution, the most important question is not what technology can replace, but how it can elevate human contribution. This closing keynote explores how Augmented Intelligence can move supply chain teams from tactical execution towards stronger judgement, orchestration and strategic decision-making. It will consider how leaders redesign decision authority around the irreplaceable human capabilities of context, empathy, creativity, risk judgement and accountability.