SESSION INFORMATION DEALER FOCUS INTEGRATED SUPPLY CHAINS OF THE FUTURE SEPT. 18, 10:40 – 11:20 A.M. MDT
CHAD AUTRY ASSOCIATE DEAN OF FACULTY AND RESEARCH
DANIEL AND KAREN MYERS DISTINGUISHED PROFESSOR
HASLAM COLLEGE OF BUSINESS
UNIVERSITY OF TENNESSEE
Q&A MODERATOR LUCY MCQUILLAN PRESIDENT ALTO-SHAAM
management as well as information technology consulting. His business mindset has carried over into his academic career, during which he has worked with and for numerous professional and civic organizations related to supply chain process improvement, including American Airlines, IBM, Goodwill Industries and multiple U.S. Department of Defense agencies. He has authored more than 70 peer-reviewed studies and has held leadership roles at the local and national levels for the Council of Supply Chain Management Professionals, the Warehousing Education and Research Council and the Supply Chain Management and Industrial Distribution Symposium. Autry’s current research into supply chain design and strategy goes hand-in-hand with the mission of the Global Supply Chain Institute at the Haslam College of Business, which is to provide companies with meaningful tools and resources. The Global Supply Chain Institute is not a lecture and theory kind of program. From the day students step foot on campus, they are exposed to constant interactions with business professionals at the middle manager and senior level of their companies. In fact, 87 companies — including seven of the Fortune 10 — provide fi nancial support to Haslam’s research with the confi dence that it will generate tangible outcomes they can use. Autry will be sharing key
fi ndings of that research with FEDA members in his presentation during the opening session of the conference on Sept. 18. The presentation, titled Integrated
18 FEDA News & Views
Supply Chains of the Future, will explain what integrated supply chains are and how dealers and manufacturers can put them into action.
As Autry describes it, an integrated supply chain is like an orchestra, with every company along the chain playing from the same sheet of music. Integration happens when there is coordination and seamless alignment of various processes and activities across different stages of the supply chain. The goal of integration is to improve effi ciency, reduce costs and enhance customer service, but it demands strong communication among all parties involved to ensure a smooth fl ow of materials, information and products from origin to end user. When companies can communicate end-to-end within their supply chain, from the producers of raw materials to the end users, the results can be game changing. But getting there requires closer cooperation between independent organizations than many businesses may have had in the past. Supply chain collaboration comprises four components, according to Autry’s research: • Common goals and objectives • Joint planning and execution • Mutual trust and relationships • Data sharing and technology integration.
Companies that are successful in forming that collaboration benefi t from expectable outcomes. Namely, they see greater effi ciency and cost reduction, better demand
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64
