Supply chain management in 2015 demands not only technical skill, but also business acumen, a strategic mind and leadership qualities. For many senior supply chain leaders and their people development partners, this set of requirements poses huge challenges in terms of finding and developing talent. In addition, the playing field continues to shift in terms of where to find talent geographically, demographically and in terms of education or functional background. This event is the first in the world dedicated exclusively to the task of unbundling the supply chain talent management problem.

There are three essential people challenges facing supply chain today:

1. The influx of generation Y talent at the front end of the pipeline. This group, also known as “millennials”, was born and raised on the internet and as such views work very differently from their predecessors. Their strengths with quick team building, virtual work formats and massive data are at least partially offset by problems with attention span, patience and thoroughness. Talent strategies in today’s supply chain organization must comprehend these differences and exploit them for greater operational agility.
2. The globalization of supply chain teams and the imperative to strike the right balance between centrally determined process standards and local ways. Emerging markets continue to dominate many business’ growth strategies which generally requires cultural sensitivity, knowledge and relationships. Local talent is key to this approach, but without some kind of organizational strategy, local talent can easily go wrong. Poor retention, sloppy compliance and lost market intelligence are all failings of a poor strategy for managing global talent.
3. Leaders must address the often forgotten problem of transferring knowledge from team members who are close to retirement. Supply chain management comprises huge amounts of tribal knowledge about plants, suppliers, and information systems that is frequently locked in the heads of 50-60 year olds who’ve been doing the job for ages. Rising talent may bring new skills and perspectives, but without grounding in the way things really work, these future leaders might fail before they start. People strategies that consciously manage knowledge transfer from the past to the future are vital to maintain the institutional learning curve.


    Ferran Raurich
    Senior Vice President, Human Resources, Global Supply Chain, Schneider Electric
    Jackie Sturm
    Vice president & General Manager, Global Supply Management, Intel
    Tiffanie Boyd
    Vice President, Human Resources, General Mills
    D.G. Macpherson
    Senior Vice President and Group President, Global Supply Chain & International, Grainger
    Jim Hardy
    Chief Supply Chain Officer, Under Armour
    John Church
    Executive Vice President, Supply Chain, General Mills
    Ann Lundy
    Vice President, Supply Chain Strategy, Mattel
    Kevin O’Marah
    Chief Content Officer, SCM World
    Huey Wilson
    Senior Vice President, Human Resources, Global Supply Chain, Mattel


Fast-Forward Supply Chain Capability 2015 is the unique closed-door, cross-industry gathering, designed exclusively for current and future global supply chain leaders. This strictly invitation-only retreat brings together senior executives from across the extended supply chain  and Human Resources to engage in open and frank dialogue, free from solicitation and media intrusion.


Closed door: no press or media

Fast-Forward Supply Chain Capability 2015 takes takes place in a media-free environment. This ensures that attendees have the opportunity to engage in frank, honest conversations with fellow industry peers that remain within the four walls of the forum, without any risk of solicitation or citation.


Keynote sessions and panel discussions

The forum will bring together an unrivalled panel of supply chain and HR leaders to detail practical insights into their strategic operations and, specifically, how they have effected change in order to deliver results. Attendees will be able to put forward questions in a dialogue-driven environment and get to the heart of all the key issues.


Executive huddles

The executive huddles form small, private roundtable discussions focusing on the critical topics associated with the forum, facilitating an open exchange of experience and strategy amongst fellow industry peers at the same level of seniority. As all dialogue remains strictly confidential, attendees can speak openly and freely without any risk of later citation.


1-2-1 Networking meetings

Private face-to-face discussions with peers at the forum are crucial to building relationships and maximizing value from two days out of the office. In order to enhance the process, all industry attendees have access to a private online portal running up to and during the event. The tool allows participants to search for other attendees by company, topic, industry or job function, profiling each individual based on key business criteria. Attendees are then able to arrange a meeting during the dedicated time in the agenda, thus taking real insights into what other executives are doing and adding tremendous value to the overall experience.


Informal networking

Attendees will have a host of informal and relaxed networking opportunities over the course of the forum. From the welcome reception to the networking dinner, Fast-Forward Supply Chain Capability 2015 provides an excellent opportunity for participants to enjoy time out from the intense business discussions and reflect with peers on the key themes of the day.


No exhibition or tradeshow

There is no exhibition or tradeshow associated with the forum, meaning attendees can experience a unique environment free from solicitation by consultants or vendors.



Wednesday 8 July 2015

18.00 – 21.00 Welcome reception & BBQ


Day 1 Thursday 9 July 2015

07.30 – 08.30 Registration & welcome refreshments

08.30 – 09.10 Opening keynote: Building the supply chain learning engine of the future

Technology may be advancing quickly, but traditional means of educating people are lagging. Classroom learning from static sources of knowledge including books and instructors can’t keep pace with the rate of change in the supply chain profession. The time is right for a new type of learning approach – one that is far more dynamic, inclusive and practice-based. Technology can and should be a key enabler as social networks, new analytical techniques and more engaging media formats combine to make possible a new kind of “learning engine” that is faster, deeper, and more adaptive than anything out there today. We at SCM World are building this engine now with your input and help.

Kevin O’Marah, Chief Content Officer, SCM World

09.10 – 09.55 People challenge 1: Generation Y, the ‘Millennials.’

Young people entering the supply chain profession today present very different skills, perspectives and challenges to organizational development specialists in supply chain. Their facility with technology and rapid-fire communication means many are quick to form virtual teams for project based initiatives. At the same time, their taste for change and challenge may mean follow through suffers. How can managers and human resource professionals work best with this tranche of workers? What pitfalls are there? What work structure and measurement systems are most effective? How can they be retained? This session will explore new ideas and practical lessons being learned about employing millennials.

Jim Hardy, Chief Supply Chain Officer, Under Armour

09:55 – 10.40 People challenge 2: Globalization and local talent

Global markets mean business opportunity, but only if people on the ground are effective. In another era this meant sending ex-pats to establish operations around the world. Today most leaders find that local talent not only costs less, but can ramp faster, react to unique business challenges better and, in many cases, deliver innovations that can be applied around the world, including back in the home country. Identifying, recruiting, developing and, most crucially, retaining this talent requires more than local regulatory knowledge. It demands smart, sensitive leadership and management. This session will look at challenges, opportunities and practical ways to handle this pool of talent successfully.

Ferran Raurich, Senior Vice President, Human Resources, Global Supply Chain, Schneider Electric

10.40 – 11.15 Morning refreshments

11.15 – 12.25 Executive huddles

The executive huddles form small, private roundtable discussions focusing on the critical topics associated with the forum, facilitating an open exchange of experience and strategy amongst fellow industry peers at the same level of seniority. As all dialogue remains strictly confidential, attendees can speak openly and freely without any risk of later citation.

12.25 – 13.30 Networking lunch

13.30 – 14.15 People challenge 3: Managing the transfer of ‘tribal knowledge.’

In many organizations, especially for functions like manufacturing and logistics, vital knowledge of operational tactics is locked up in the heads of experienced people close to retirement. Lessons learned about equipment idiosyncrasies, supplier or customer relationships and information system workarounds can walk out the door never to return unless managers proactively see to the transfer of knowledge. Aging talent has different motivations than rising young staff and therefore a special relationship with supply chain learning. Learning and development specialists need a tailored approach to ensure this tribal knowledge is not lost, but at the same time, that entrenched habits do not override the imperative to innovate. This session will attempt to describe the balancing act of effectively managing this critical talent challenge.

John Church, Executive Vice President, Supply Chain, General Mills
Tiffanie Boyd, Vice President, Human Resources, General Mills

14.20 – 16.00 1-2-1 networking meetings

Participants (industry only) engage in three one-on-one meetings to network and identify potential benchmarking partners. Leading up to the event, all participants complete a profile that is made available online through a private portal. Participants review each other’s profiles and request meetings with the executives of their choice. This process ensures valuable meetings are pre-scheduled for you to further maximize your time at the event.

16.05 – 16.50 Supply chain people development: starting with the strategy

Today’s supply chain organizations have a very different role to play compared to their predecessors a couple of decades ago. New expectations are in place which call for a contribution to customer service and shareholder value. But how can supply chain leaders equip an organization with the right capabilities and mindset to fulfil these new requirements? During this keynote, DG Macpherson will discuss how companies need to start with the competitive strategy, assess how supply chain impacts that strategy, and then prepare and execute people development plans accordingly. In turn, he will discuss WW Grainger’s approach to succession planning and job rotational programs on an international level as a means of solving the talent conundrum.

D.G. Macpherson, Senior Vice President & Group President, Global Supply Chain & International, Grainger

16.50 – 17.35 Bringing it all together – how to organize and a manage a team offsite

Most supply chain organizations set aside time and budget to arrange multi-day learning or strategy events in which people from all groups are put together specifically to build team dynamics, exchange perspectives and accelerate learning. What ingredients are essential? What are nice to have? How can organizers avoid leaving participants or senior leaders feeling that their time was poorly spent? This session will share some very practical lessons learned about how and why to organize a team learning offsite meeting.

Matt Davis, Senior Vice President, Research, SCM World

17.35 – 17.40 Closing remarks

18.30 – 21.30 Networking dinner


Day 2 Friday 10 July 2015

08.00 – 9.00 Welcome refreshments & networking

09.00 – 09.45 Opening keynote: Talent management and diversity – why it’s needed and how to do it

Intel has publicly announced an earmark of $300M to build gender diversity in its ranks. As we have seen, women in supply chain are too rare, and yet many believe their contribution is vital to faster and better performance improvement. What are Intel’s goals and methods for explicitly attacking the gender diversity problem? What obstacles are anticipated and how will these be approached? What, if anything, is transferrable to diversity initiatives in other domains including ethnicity, educational background or nationality? This session will open the door on how organizations can formally attack the diversity issue.

Jackie Sturm, Vice President & General Manager, Global Supply Chain, Intel

09.50 – 11.30 1-2-1 networking meetings and refreshments

11.35 – 12.45 Learning in Action Clinics

The SCM World Learning Clinics are dynamic and interactive sessions designed to give you very practical examples of how leading companies are deploying innovative talent management programmes aimed at multiple levels of the supply chain organization.

(Large Enterprise)
(Smaller Enterprise)
(Large Enterprise)
(Smaller Enterprise)

12.45 – 14.05 Networking lunch

14.05 – 14.50 Combining business strategy and supply chain know-how

Supply chain leaders and their organizations are now fully-fledged business orchestrators rather than mere technical masters, and require close alignment with the far corners of the company. The role of supply chain in new product development & launch and customer service, as well as guiding the business through significant change and transformation, means that supply chain experts become a focal point for leading the overall competitive strategy. But what are the traits that turn a master of supply chain into a business leader who drives the business plan, and doesn’t simply take orders from it? This keynote will address such themes.

Ann Lundy, Vice President, Supply Chain Strategy, Mattel
Huey Wilson, Senior Vice President, Human Resources, Global Supply Chain, Mattel

14.50 – 15.00 Wrap up and next steps

The intent of this gathering is to tap knowledge from our community of supply chain, HR and organizational development specialists. In this final session, we will play back what we have heard from you over the two days and run an open air discussion to identify top themes that you consider important to our joint mission of accelerating supply chain learning. All participants will be given a summary write-up of what key to-do’s we at SCM World will take away and what you as practitioners will work towards when you return to your offices. The dialog is just beginning and we commit to maintaining it with your ongoing input.


Confirmed Attendees

AAR Corp

Vice President, Human Resources

Abbott Nutrition

Vice President, Human Resources


Vice President, Supply Chain


Vice President, Global Supply Planning


Director, New Products & Technologies


Director, Leaf Procurement

American Greetings Corporation

Vice President, Manufacturing

American Greetings Corporation

Executive Director, Supply Chain Planning

American Greetings Corporation

Executive Director, Human Resources

Anixter, Inc.

Director, Learning & Development, North America Operations


Human Resources Director


Global Human Resources Business Partner

Avid Technology

Senior Director, Supply Chain Management

Benjamin Moore & Co.

Senior Manager, Organizational Development & Learning

Benjamin Moore & Co.

Vice President, Global Procurement

Baker Hughes International

Director, Human Resources, Global Supply Chain

The Boeing Company

Senior Manager, Supplier Performance

The Boeing Company

Senior Manager, Supplier Management

Bristol Myers Squibb

Vice President Procurement

Cardinal Health

Senior Vice President, Human Resources

Caterpillar Inc.

Human Resources Director

Cintas Corporation

Human Resources Director

Cintas Corporation

Senior Vice President, Global Supply Chain

Clearwater Paper

Senior Vice President, Human Resources

The Clorox Company

Executive Vice President, Product Supply, Enterprise Performance & IT


Director, Human Resources Business Partner

Cummins Incorporated

Human Resources & Talent Management Director

The Dannon Company

Senior Director, Business Partner, Danone North America

DuPont Company

Program Manager


Senior Human Resources Business Partner


Human Resources Director, Supply Chain

Foot Locker Retail, Inc

Vice President, Human Resources

Gap, Inc.

Vice President, Human Resources & Communications

GE Healthcare

Senior Human Resources Business Partner

GE Healthcare

Organization & Talent Development Manager, Global Supply Chain

General Mills

Executive Vice President, Supply Chain

General Mills

Vice President, Human Resources Supply Chain

GKN Hoeganaes

Vice President, Human Resources


Senior Vice President & Group President, Global Supply Chain & International

Hallmark Cards, Inc.

Human Resources Director, Supply Chain & Corporate Support

The Hershey Company

Senior Director, Human Resources, Global Supply Chain

The Hershey Company

Director, Quality & Regulatory Compliance

Hilti Corporation

Vice President, Logistics

Intel Corporation

Vice President, Global Supply Management

Intel Corporation

Global Supply Chain Talent Excellence Manager

International Paper

Director, Human Resources, Global Supply Chain, Manufacturing Technology Environmental, Health, Safety & Sustainability

Johnson & Johnson

Director, Global Talent Management, Supply Chain

Kellogg Company

Senior Vice President, Global Supply Chain

Kellogg Company

Senior Director, North America Supply Chain Human Resources

Kraft Foods Group

Director, Human Resources

Land O’Lakes

Senior Director, Human Resources, Supply Chain Operations

Land O’Lakes

Vice President, Talent Management


Head of Human Resources, Region Operations Americas


Vice President, Logistics, Region Americas


Senior Vice President, Rx Operations


Vice President, Human Resources Business Partner

Mattel Inc.

Senior Vice President, Group Human Resources


Senior Director, US Supply Chain Management


Supply Chain Talent Development Program Manager

Milk Specialties Global

Chief Operating Officer


Vice President, Global Supply Management & Chief Procurement Officer


Senior Director, Human Resources

S.C. Johnson & Son, Inc.

Senior Director, Human Resources Business Partner

S.C. Johnson & Son, Inc.

Director, Strategic Capabilities Global Business Liaison

S.C. Johnson & Son, Inc.

Vice President, Global Product Supply

Sears Holdings

Senior Vice President, Supply Chain

Sears Holdings

Vice President, Human Resources

Sephora USA Inc

Vice President, Human Resources

Sherwin Williams

Senior Vice President, Human Resources, Global Supply Chain


Vice President, Human Resources, Supply Chain

V.F. Corporation

Vice President, Human Resources, Supply Chain

Walt Disney

Vice President, Supply Chain Solutions

Walt Disney

Director, Corporate Human Resources

Xerox Corporation

Human Resources Business Partner



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SCM World
2 London Bridge
United Kingdom
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General Enquiries
+44 203 747 6200
[email protected]
Lewis Austin
+44 203 747 6220
[email protected]