RESERVATIONS: Email jdemodica@kempervalve.com or call 815-356-1470 for reservations before 3:00 PM, Week before the meeting. Leave a message with your name, your company’s name, the names of anyone attending with you, and a daytime phone in case of a change in the meeting. Advance reservations are recommended.

Program Up Date:

We value your opinion and are looking forward to creating and continuing a program year that serves the needs of the membership. If you have any ideas for a professional development-meeting topic, please call at 815-356-1470, or email Jim at jdemodica@kempervalve

Mike and Jim

Past Professional Development Meeting

June 20, 2008 [Friday] Full-Day Seminar

Presentation: Full-Day Seminar: “Cycle Counting is Not Just Counting Inventory” Using Non-Statistical Six Sigma Tools to Improve Accuracy within the Supply Chain / Lean Manufacturing and Retail Environments

Presented by Debra Hansford, CPIM, CIRM, CSCP with PreCrest LLC. Debra has over 20 years “hands on” experience as a practitioner in the field of Operations and Materials Management. She has presented topics such as this at several APICS professional meetings including the two recent APICS International Conference and Expositions. Her seminars are interactive learning presentations that are fun , memorable and packed with practical ideas for you to use immediately.

Date: June 20, 2008 - Friday

May 15, 2008 [Thursday].

Professional Development Meetings (PDM) & Seminar

Presentation: Full-Day Seminar: COLLABORATIVE MANAGEMENT – Critical Supply Chain Principle: Taking a Close Look at S&OP, CPFR, and Supply/Demand Management

Presentation: Professional Development Meetings (PDM): Sales & Operation Planning/Fad or Fashion – What is it? What You Need to Know? How Will You Use It?

Presented by: Marilyn Gettinger, C.P.M. President of New Direction Consulting Group from Cranford New Jersey :

Collaborative Management : Taking a Close Look at S&OP, CPFR, and Supply/Demand Management

The silo mentality heads the list of supply chain management saboteurs. Unfortunately, many organizations have not addressed this critical challenge; and, therefore, their supply chains are failing or not meeting their full potential as revenue and profit generators. For organizational collaborative success and silo elimination, methods and concepts are available. Our APICS chapter invites all supply chain professionals (inventory control and management, supply management, production planning, forecasting, and logistics) to explore this challenging topic. Our Collaborative Management presentation offers detailed information, case studies, tools, and methodology on the following collaborative initiatives:

• Sales & Operation Management (S&OP)
• Collaborative Planning, Forecasting, and Replenishment (CPFR)
• Forecasting
• Demand/Supply Management
• Demand Flow Technology
• Horizontal and vertical organization restructuring
• Customer Relationship Management (CRM)
• Supplier Relationship Management (SRM)

PURPOSE: To provide information on the latest concepts in collaboration, the importance of collaboration in supply chain success, and steps in selecting and implementing collaborative methods

COURSE OBJECTIVES: Participants will gain an understanding of:

• The various collaborative terminology
• The impact of collaboration on supply costs
• Sales & operations planning
• Demand and supply management
• Organizational collaborative structures
• Financial and operational synergy
• Implementation of collaborative relationships
• Collaborative Planning, Forecasting, and Replenishment
• Collaborative software
• Demand-driven global supply chain
• Shaping the market
• Collaborative benchmarking

COURSE AGENDA

Segment 1: Collaboration – Laying Groundwork

• Definition

• The evolution from arm's length to collaboration
• Drivers of collaborative relationships
• The silo mentality and its demise
• Collaboration and supply chain impact
• Case studies in collaborative initiatives

Segment 2: Horizontal and vertical organization restructuring

• Matrix structure
• Horizontal structure
• Vertical integration

Segment 3: Sales & Operation Management (S&OP)

• S&OP defined
• The players – Operations, logistics, supply, marketing, sales, finance, inventory
• The S&OP Process and sub-processes
• The objectives
• The right questions
• Root cause analysis
• Demand, supply, volume, and mix
• Core requirements
• Key success factors
• Common mistakes
• Planning horizon
• S&OP meeting management
• S&OP Implementation checklist
• Performance management
• Supply chain impact
• S&OP software

Segment 4: Forecasting

• Quantitative and qualitative methods
• Forecast error
• Steps in improving forecast accuracy
• Forecasting and its role in S&OP and other collaborative methods

Segment 4: Collaborative Planning, Forecasting, and Replenishment (CPFR)

• Definition
• Evolution
• Impact in retail arena
• CPFR process
• Relationship with forecasting and supply/demand management
• Case studies in CPFR design and implementation
• Comparison to S&OP

Segment 5: Demand/Supply Management

• Why now demand/supply management
• What are the components?
• Supply manipulation
• Balancing supply and demand
• Forecasting's new look
• Supply and demand optimization
• Demand-driven supply chain and offshoring
• Steps in improving demand-based manufacturing
• Demand and supply management and other collaborative methods

Segment 6: Demand Flow Technology

• DFT defined
• Evolution and basic concepts
• Lean versus DFT
• Collaborative product launch
• Cellular design collaborative effort
• Planning horizon
• Collaborative scheduling decisions

Segment 7: Customer Relationship Management (CRM)

• Definition and evolution
• Supply chain impact
• Customer collaborative impact
• Relationship in S&OP, CPFR, Demand/Supply Management
• CRM software

Segment 8: Supplier Relationship Management (SRM)

• Definition and evolution
• Supply chain impact
• Supplier collaborative impact
• Relationship in S&OP, CPFR, Demand/Supply Management
• SRM software

Following the Seminar:

Professional Development Meetings (PDM): Sales & Operation Planning/Fad or Fashion – What is it? What You Need to Know? How Will You Use It?

ABOUT THE SPEAKER: Marilyn Gettinger, C.P.M. President and owner of New Direction Consulting Group

Marilyn Gettinger, C.P.M. President and owner of New Direction Consulting Group from Cranford New Jersey . Marilyn created New Directions Consulting Group organization in 1993 with the mission to assist companies in making the most of their precious resources. She designs customized training programs and consulting services to support organiza-tions that must change to meet the demands of the 21st century. Her workshops present theory and then relate that theory to meeting the challenges of the organization. Participants are encouraged to take on intra-company projects that address upgrading and reengineering of existing business and manufacturing processes. Her consulting services offer a team approach to streamlining existing processes using all of the skills and experiences of staff members. Ms. Gettinger is an adjunct professor at Bloomfield College in its Materials Management program degree and certificate program. She is coordinator and instructor of the Materials Management certificate program offered by Union County College . She teaches the Institute for Supply Management Certifi-cate preparation courses at both Union County College and also on site at company locations. Marilyn has been a presenter at the Institute for Supply Management International Conferences in 1998, 1999, 2000, 2001, 2002, 2003, and 2004 and presented two topics at the 2005 conference. She will be presenting at the 2006 conference.

The seminar hits the mark, and includes continental breakfast at 8:30 am, lunch and a workbook with copies of the presentation along with practical exercises to share

Date: May 15, 2008 - Thursday

Place: Millrose Brewing Company, 45 S Barrington Rd , South Barrington , IL 60010

Time: 8:30 to 4:30

Following Seminar - Professional Development Meeting: Sales & Operation Planning/Fad or Fashion – What is it? What You Need to Know? How Will You Use It?

On March 20, 2008 [Thursday].

Topic: Help Wanted: Plant Manager

Presented By: Patrick J. Delaney CFPIM, CIRM, CPM President of SIBC Corporation

Mr. Delaney developed this program for manufacturing professionals and graduate school students who want to measure their preparedness for this critical position in manufacturing. APICS: The Society for Operations Management is working to give their members the credentials they need to broaden their base of knowledge and expand their career opportunities into plant management and executive positions responsible for operations.

In today's environment of CIM, Automation, Lean, Six Sigma, Sustainability, and Work Force Empowerment the Plant Manager must understand the practical applications for these principles and tools. And the Plant Manager must be able to integrate these tools into an effective and competitive Continuous Improvement environment. Global Supply Chains and Multi-plant Networks and constant Outsourcing pressures add to the complex challenges of today's operations.

Plant Managers are no longer limited to the four walls or four blocks surrounding their operations. Global Operations and Sources require individuals with broad cultural knowledge and diverse language skills to work across time zones and maintain availability for meetings and conference calls around the clock every day of the week. It is no longer unusual for Plant Managers to have a network of peers in Canada , Japan , China , Mexico , Brazil , Eastern Europe and India .

Mr. Delaney will present colorful examples of current day plant managers in a variety of industries and relay some of the challenges they face. He will also reveal their education and career backgrounds. Some of the major challenges include: Process Certifications and ISO, Quality and ISO, Customer Audits, Headcount restrictions, Productivity increases, limited Capital Funding, and Extreme Financial performance pressures. All of this on top of the traditional challenges of employee training, supervisory training, scrap reduction, safety education, environmental impacts, downtime, inter-plant conflicts, shift conflicts, and shifting bottlenecks.

Also, in today's Sarbanes-Oxley legislative environment the Plant Manager becomes a critical rung in the ladder for honest and ethical reporting of activities and results. Mismanagement at the operations level can quickly lead to deceptive reporting of results and have sweeping impacts at the executive level of the corporation and on Wall Street. Recent examples of these impacts will be presented.

In summary, Mr. Delaney will have a Q & A session for discussion of compensation, education, and job scope and career growth in the area of Operations Management.

ABOUT THE SPEAKER: Patrick J. Delaney CFPIM, CIRM, CPM

Mr. Delaney is President of SIBC Corporation. His group specializes in employee education programs which, support system integration Mr. Delaney is President of SIBC Corporation. His group specializes in employee education programs which support system integration & implementation projects. He is an APICS Fellow with Certifications in Production & Inventory Management, Integrated Resource Management and in Purchasing. His twenty five years of consulting experiences are concentrated in the Fortune 100 with such companies as Northrop Grumman, Rockwell Aerospace, General Motors, EDS, BP [Amoco Oil], Qwest [U S West], ABB International, Caterpillar Inc., Illinois Power, Rand McNally, LOF-Glass, Armco Steel, Inacom, Deloitte and many others.

Pat served in the consulting practice of Deloitte & Touche during the1980s and completed his experience with the Firm at the Partner level. He has directed large-scale and completed his experience with the Firm at the Partner level. He has directed large-scale system implementation projects and directed the day-to-day management of Information Technology Departments while holding interim leadership assignments. For the past twelve years he has been instructing the professional staff members of Deloitte on the latest trends in the manufacturing, and in recent years has developed three online courses for the Deloitte Learning Center on such topics as Basic Manufacturing, Lean Enterprise Management, and Supply Chain Management. He recently contributed a chapter to the Prentice Hall text Computer Integrated Manufacturing, used at the Engineering Departments of Purdue and Pennsylvania State University and thirty other engineering schools. This past year he served as a management coach for the CIO of a Fortune 50 Company in Illinois . More than two thousand IT professionals report to the position.

Pat has an MBA with Honors, and is a guest lecturer at the Kellogg Executive Programs at Northwestern University on the topic of Activity Based Costing. And he is a frequent lecturer on current business topics at Purdue and other universities.

He has given over two hundred presentations & seminars on current topics at national, regional and local meetings of APICS, NAPM, IIE, ASQC, NAA, ICPA, and other groups. Pat served as the National Chairman of the APICS CIRM program, Region XIII Outstanding Member of the Year, and was a member of the APICS International Conference Committee in New Orleans . Mr. Delaney has been a supporter of the Highlands APICS Chapter since its founding.

On January 17, 2008 [Thursday]

Topic: Economic Outlook for 2008

Presented By: Denise Schirmann Vice President & Partner of Wealth Management @ Thompson/Schirmann Group at Smith Barney

Wealth Management, is a Consulting Group of Smith Barney, that's provides Personalized Investment Advice and Professionally Managed Portfolios Consulting Group, which pioneered the concept of investment management, offers research and managed money consulting services to individual and institutional clients. Consulting Group clients have access to all of the benefits and personalized services of professional money management for investments that are a fraction of the size of those normally required of institutional clients.

Consulting Group provides services to more than $187 billion in client assets, representing more than 473,000 client relationships. Consulting Group screens more than 6,300 registered investment products and conducts ongoing research on more than 360 products in its comprehensive database and evaluates the strength and performance of investment management firms in Consulting Group programs each year. Its unique evaluation process is unparalleled in the industry for its rigorous standards in a number of key management areas: 1) Level of expertise. 2) Relative performance and consistency of performance. 3) Strict adherence to investment discipline or philosophy. 4) Personnel, facilities and financial strength. 5) Quality of service and communication.

Note: That Dr. Edward F. Stuart of North Eastern Illinois University had to cancel; therefore we have a replace speaker Denise Schirmann Vice President & Partner of Wealth Management @ Thompson/Schirmann Group at Smith Barney

Jim DeModica
President APICS Highlands Chapter
Chapter # 815/356-1470
Work # 847/526-2166 ext229

On November 13, 2007

Implementing an effective Supplier Management Process

Effectively managing suppliers is a two-way street that should benefit both manufacturer and supplier.  Martha Gass and Greg Taylor will explore how their organization implemented a supplier management process that has generated positive results and how other companies can do the same.

Their process is summarized in thirteen steps.  The speakers will cover eight of them, in bold below, in more detail.  There will be time for discussion and questions.

Key Components of Implementing and Sustaining a Supplier Management Process

1. Cross functional team

2. Classify parts and suppliers

3. Reduce supplier base

4. New supplier approval

5. Measurements

6. Supplier Requirements Manual, special programs deployment

7. Internal communications

8. Preferred supplier program and scorecard

9. Supplier awards

10. Supplier assessments and audits

11. Risk assessment

12. Annual resource request / assignment

13. Calendar of events

Greg Taylor works for Dunlee, a division of Philips North America Medical that manufactures CT and x-ray tubes for the medical industry.  He has served as Materials Manager for ten years and spent three years as a manufacturing manager.  Previous to Dunlee, Greg worked for five years at CTS in resource management.  He received his BS in Operations Management from Northern Illinois University .  Greg has been a member of the APICS Fox River Chapter since receiving his CPIM in 2000.

Martha Gass worked with Greg for 11 years at Dunlee, and spent six years working on the company's supplier management process.  Martha is a licensed Professional Engineer, with a BS in Industrial Engineering from the University of Illinois , Champaign-Urbana, and an MBA from Northern Illinois University .  Martha received her CPIM in 1991 and has served on the board for the APICS Fox River Chapter since 2004.

Strategic Sourcing: More than a Purchasing Tool

Within the Supply Chain purchases of outside goods and services can consume a large portion of a business' revenues. And just a small portion of these expenses are closely managed in many companies. A simple 10-15% reduction in outside purchasing could increase profitability from 20%-60%.

In most businesses, the secret is to lower costs, improved profits and develop a more competitive operation lies in the supply chain. Although in today's market place, organizations are taking a new and fresh look at the Supply Chain to how they purchase products and services, and many are adopting a process called "strategic sourcing."

With strategic sourcing, key manufacturers, retailers, governments and financial institutions, are and continue to achieve double-digit cost savings, while strengthening relationships with suppliers and offering the finest quality products and customer service.

Strategic sourcing is also excellent for innovative and competitive suppliers, including small and medium-sized businesses that haven't imagined that they could compete against larger companies for major contracts. Strategic sourcing can be used by suppliers themselves to achieve similar savings and benefits.

The main objective is minimizing costs, but strategic sourcing takes an open-minded view of the supplier-customer relationship.

In the presentation, we will discuss how can strategic sourcing impacts your business other than only cost reduction? Find out how companies are utilizing strategic sourcing to speed time to market, reduce costs, improve quality levels, and successfully bring innovation to the market place. The presentation is based upon a consultancy for a mid-size retailer in North America with sales exceeding $15B.

Larry Simon, CPIM, CIRM

Larry Simon has over 30 years supply chain experience and 17 years experience in global sourcing. He has obtained the certifications of CPM, CPIM, and CIRM. In addition, he has awarded a Six Sigma Greenbelt. He has work experience at First Alert, Siemens Medical, Genlyte, and Lucent in such positions as Production Supervisor, P&IC Manager, Materials Manager, Director of Procurement, and Vice President of Supply Chain. Currently he is Vice President of Supply Chain and Technical Training for Intertek Consumer Goods, NA. Intertek is a global quality assurance company with over 18,000 employees and over $1B in revenue. He has also been an instructor in APICS certification review classes and a speaker at APICS Professional Development Meetings.