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Presenters and Topics
Leveraging the Relationships within Your Supply Chain: The Impacts of VMI and Other Customer Partnerships
By leveraging your relationships within your supply chain, your company can stand out in the crowd and provide increased, sustainable value to your suppliers and customers. Vendor managed inventory and other customer partnerships can provide significant business results – increased sales, improved customer service, quicker turnaround/ lead time, reduced inventory (improved cash flow).
This presentation will focus on the keys to how to successfully implement vendor managed inventory and other customer partnership programs with your suppliers and customers – delivering results while maintaining and improving customer and employee satisfaction. Through a case study example, we will learn how one vendor used VMI as an integral tool in achieving supplier of the year with their #1 customer and in achieving bottom line results.
Creating Value in the Supply Chain Learn how to optimize your supply chain for increased profitability, cash flow and customer service levels. First, we’ll take a step back to define the supply chain, value, and why it matters. Then, we’ll review a series of examples and case studies so that you’ll be able to walk away armed with several ideas on how to increase value in your supply chain – and how to avoid the pitfalls. This will focus on all aspects of the supply chain, including customer relationships, customer service, demand management, order fulfillment, manufacturing, supplier management, product development and returns. Finally, we’ll review the three keys to achieving success in implementation – how to make sure to achieve RESULTS – not just “sound/ look good”.
Lisa Anderson Ms. Anderson is a senior supply chain and operations executive and founder and president of LMA Consulting Group, Inc. She brings to an engagement a record of achievement and leadership in supply chain management (planning, logistics, inventory, procurement), operations management, project management, product supply finance, information systems implementations, business process design, mergers, turnarounds, strategic and financial planning, and business restructuring.
Most recently, Ms. Anderson was the Vice President of Operations of Paper-Pak Products, Inc. Her twelve year tenure included transitions and promotions through the company transformation from a $100 million family-owned business, through a merger and acquisition of three businesses into one $350 million dollar global company, followed by a management buyout in combination with an investment banking group.
Ms. Anderson led the operational and supply chain turnaround, which resulted in more than double the inventory turns, reduced operational costs, and improved service levels with reduced lead times. She also led the project team that revamped and introduced an upgraded product lineup, which was a key factor in significant sales growth (30%). Prior to joining Paper-Pak, Ms. Anderson spent four years in various planning and distribution leadership roles at Santa Fe Plastic and Coca-Cola Enterprises.
Ms. Anderson works with management teams and supply chain and operational leaders to support the improvement of service levels, profitability and cash performance in companies. She works as a collaborative team member and champions the creation of a team based, professional culture for companies in the midst of organizational change and growth.
She has been a featured speaker at several supply chain industry conferences and has contributed to several published articles in leading trade publications. Ms. Anderson serves on the Board of Directors of the Inland Empire Chapter of the Association for Operations Management (APICS) and the National Association of Women Business Owners (NAWBO) and is a member of the National Speakers Association as well as the Institute of Management Consultants. She is an APICS Certified Supply Chain Professional (CSCP) and received her MBA with an emphasis in Finance from California State University at Fullerton and her BS in Business Administration with an emphasis in Operations Management from the University of North Carolina at Chapel Hill.
She has traveled extensively throughout North America, Central America and Europe, to include a summer in Oxford when attending the University of North Carolina and as many stops as possible in New Orleans to enjoy a beignet at the Café de Monde. And, her colleagues fondly refer to her as a “pit terrier” because of her tenacity.
909-630-3943 Lisa Anderson 2058 N Mills Ave, # 532 Claremont, CA 91711 landerson@lma-consultinggroup.com 909-630-3943
Leveraging
Technology to Enhance Supply Chain Performance
This presentation will address:
Application of RFID within four settings will be discussed: (1) healthcare facilities, specifically hospitals, (2) tracking pharmaceuticals from manufacturing throughout distribution (3) managing retail supply chains and (4) tracking personnel, assets and inventory throughout a system.
Dr. Jack Cook is a professor, speaker, author, and consultant. He is an Associate Professor of Operations and Information Systems at the Rochester Institute of Technology (RIT). His areas of expertise include Supply Chain Management, Lean Thinking, Information Systems, Operations Management and Electronic Commerce. Jack's extensive experience teaching and training over the last two decades includes over one hundred conference presentations and numerous journal articles. He has an entertaining and engaging approach and is known for bringing theories to life, resulting in him being honored five teaching awards.
Dr. Cook is a Certified Fellow in Production and Inventory Management (CFPIM), Certified Supply Chain Professional (CSCP) as well as a Certified Software Quality Engineer (CSQE). He is a CPIM certification instructor, and has developed and delivered many seminars and on-site training programs. In addition to extensively consulting and training Lean Six Sigma Green and Black Belts, Dr. Cook developed a Lean Six Sigma x-Belt Certification program specifically designed for non-manufacturers. His education includes a Ph.D. in Business Administration, an MS in Computer Science, an MBA, an MA in Mathematics, and a BS in Computer Science.
Jack S. Cook, Ph.D., CFPIM, CSCP, CSQE Associate Professor of MIS E. Philip Saunders College of Business Rochester Institute of Technology 38 Haley Avenue Geneseo, NY 14454-9503 585.414.7334 http://www.certifiedsuccess.com
We are moving our Operations to Shanghai. Now what?
Company X is an international corporation with manufacturing facilities throughout the world. The company is known for its high quality, engineered metal and injection rubber components sold to customers in the defense, automotive and industrial market sectors.
The company has just announced that due to financial reasons, their manufacturing plant, located in Franklin, Massachusetts, will be downsized and the manufacturing of all non-defense products will be made complete at a new state of the art manufacturing plant in Shanghai. Management has decided that Shanghai’s finished product of automotive and industrial parts will then be shipped to Franklin where the product will be sold from a distribution warehouse inside the Franklin plant.
A Case Study – an interactive event with “lessons to be learned” has been set-up to present real life "pitfalls" and to enable different approach paths--some tactical approaches will probably be more relevant, but what issues need to be identified and resolved?
Gary is the Manager of Materials and Customer Service for Saint-Gobain Performance Plastics. Gary has over 25 years experience in manufacturing operations which includes management positions held in Supply Chain Integration, Materials, Procurement, Logistics, and Process Engineering. He has worked in various industries including specialty metals, semiconductor, automotive/truck, computer, and defense. Gary has been active the past 6 years in the coordination and synchronization of integrated supply chain programs, both domestic and international.
Gary has a BS in Business Administration from Boston University and an MBA degree from Suffolk University. He currently serves as VP of Marketing for New Bedford APICS, Chapter 1. Gary also holds memberships in the Institute for Supply Chain Management and the Institute of Industrial Engineers.
Michael D. Ford, CFPIM, CSCP, CQA, CRE How to Plan, Schedule and Sequence for Demand-Based Manufacturing
This presentation provides attendees with the means to align their purchasing and production plans with market demand. It is based on LEAN concepts that minimize all inventories: raw materials (RM), work-in-process (WIP) and finished goods (FG). The facilitator will engage participants in hands-on examples that demonstrate the calculation of material flow from receiving parts, through sub-assembly, and ultimately end item production. Attendees will learn:
Note: participants will require pencils and calculators to perform the math exercises (or be good at math!).
Michael D. Ford, CFPIM, CSCP, CQA, CRE Michael Ford is an independent business consultant with 20 years experience in retail, distribution, manufacturing and training. His background includes hands-on experience as a warehouseman, shipping clerk, inventory control clerk, planner and buyer. Ford began consulting in 1998 with a primary focus on APICS certification training. Major projects include MRP implementation, physical inventory, cycle counting, needs analysis and warehouse layout. Ford has experience with the following environments: · Retail Store · Grocery Wholesaler · Global Service Parts Distribution · Electronic Contract Manufacturing · Printed Circuit Board Manufacturing Forklift Truck Manufacturing · Cable Harness Assembly Paint Production · Pharmaceutical Processing Food Processing · Consumer Office Products Manufacturing Check Processing Equipment Manufacturing · Fiber Optics Assembly Defense Contractor · Public Education · And others ranging from Engineer-to-Order to Make-to-Stock
Ford specializes in combining technical knowledge with soft skills to develop unique “outside the box” solutions, and is a committed “agent of change.” Ford has a Bachelor of Industrial Engineering degree from the University of Buffalo and has earned professional certifications from APICS (Certified Supply Chain Professional and Certified Fellow in Production & Inventory Management) and the ASQ (Certified Quality Auditor and Certified Reliability Engineer). He may be contacted at michaeldford@earthlink.net or 607.624.4853 (cell).
Howard Forman, CFPIM, CIRM, CSCP, QI Forecast Improvement – An Apparent Oxymoron – Or Why Can’t We Learn To Forecast? Today, companies are faced with increasingly complex and conflicting objectives as they strive to remain competitive in today’s global marketplace. Proper demand management is a critical ingredient needed to help companies meet financial and operational objectives. Remember that failure to properly monitor and control the forecasting process places a company at a competitive disadvantage.
This interactive presentation is designed to provide each attendee with a basic understanding and knowledge of the forecasting process and improvement tools. Each attendee will: gain insight into when to apply qualitative and quantitative techniques; how to assess and evaluate the forecast; how to improve the forecasting process; and how to help reduce the volatility of forecast error. Finally each attendee will leave the presentation with practical knowledge that can be immediately applied as the attendee learns how to answer the following questions: · What is the financial impact of poor forecasting? · Why do I need to address the issue of data integrity and metrics? · How do I assess if the forecasting process meets corporate objectives? · How does poor forecasting hurt customer service and delivery performance?
Sarbanes-Oxley as a Supply Chain Enabler What is Sarbanes-Oxley (SOX) and how and where does it impact the supply chain? Does proper efficiency and effectiveness of operations, reliability of financial reporting and compliance with applicable laws and regulations differ from supply chain goals and objectives?
Learn how an organization can use SOX as a catalyst for change to enhance its supply chain processes. Don’t ignore the opportunity to improve your supply chain processes from SOX lessons learned by: · Establishing a common definition serving the needs of both SOX and SCM · Identifying and monitoring sound control structure · Providing a standard to assess control systems and determine how to improve them Remember SOX compliance like supply chain improvement is an on-going process. The result is a competitive advantage.
Howard Forman, CFPIM, CIRM, CSCP, QI Howard Forman is president of PIM Associates, Inc. Howard has over 25 years of experience in manufacturing and distribution environments, specializing in ERP system implementations, inventory reduction, supply chain management, operation improvements and business process reengineering. Howard is an active member of the Northern New Jersey Chapter of APICS where he is a Past President. He is currently serving on the Region 2 staff and is a member of the APICS Society Chapter Development Committee. He is a frequent speaker at various APICS dinner meeting, seminars and workshops, ERP vendor user conferences. He previously earned his CFPIM, CIRM and CSCP certification and is a qualified CPIM and CIRM instructor. He is a graduate of Fairleigh Dickinson University with a MBA and BS in Business Management.
Are You Ahead of Us or Behind Us? There has been a huge amount written in recent years about the creation of International and Global Supply Chains and the impact that they are having on world economics and the ebb and flow of labor demand. Low labor and favorable environmental laws have made it seemingly advantageous for companies to buy products from far off vendors. Managers have taken great pride in how far flung their Supply Chains have become. Companies brag about their strategic advantage of blending their ERP with a Global Supply Chain to get the best quality for the lowest price.
What makes those relationships thrive and grow or wither and perish over the longer term? Who is responsible after the photos have been taken and displayed in the corporate newsletters and the trip reports? Where does the real work get done?
Buyer/Planner personnel work with the Customer Service personnel at the vendor every day. By e-mail, fax, and telephone, they work with international transportation, customs brokerage, ERP, Invoices, Letters of Credit, transactions, Managers, Quality Inspectors, Spouses, Children, after work education “opportunities,” and so much more. What is the impact on them of these Global Supply Chains? Why do we feel confident arranging a multi-million dollar contract with a vendor and then handing it off to the new person who just graduated from High School and shows great skill at entering data and can find the games on your cell phone?
We will delve into that relationship and look at some of the trends that suggest we may want to develop our people and their skills and their career tracks. Using some humor and some serious intent, our presenter, Chet Frame, will bring more than thirty years of experience in managing purchasing and logistics operations to providing answers to those questions and more. What do we expect and how do we expect to get it done while making everyone successful? Come and participate and develop the answer.
Offshoring - Producing in a Low Cost Country 23 Years of Reality
Tom Friedman says “The World Is Flat.” He’s right, but his story of traveling to India and China doesn’t delve into the details of what it’s like to work in a Low Cost Country. He doesn’t tell you what to expect when you get there. He doesn’t tell you how to keep Kosher in China or Mexico, never mind make kosher products in those countries.
This presentation will show the other side of producing in Mexico and Central America. It will ask you to look at the process from your point of view as the outsourcing company and from the other point of view, the contract manufacturer located in a world of industrial parks, buses, living conditions, customs laws and the officials who enforce them, immigration laws and the people who enforce them, and how this is not a new phenomenon. Outsourcing was the impetus behind Marco Polo’s trip from Italy to China. America used its military might to open trade with Japan in the early 1800’s.
We will personalize the concept and the reality of life on the other side of that new deal that will get you lower priced subassemblies or products that will make your company more attractive in the marketplace. We will help you see the life of the person on the other end of the phone when you call your new supplier.
Chester H. Frame, CPIM Chet is Principal at Border Business Consultants. He is currently serving on the Region 6 Staff for APICS and is an International TEAM Leader. He holds an M. A. degree from Washington State University, Pullman, WA, and a B. A. with Highest Honors from Belknap College, Centre Harbor, NH. He is a member of the Advisory Council for the Information and Decision Sciences Department in the College of Business Administration at UTEP. He is a guest lecturer at UTEP, UACJ, ITCJ, and URN. APICS Certified since 1982, he has more than twenty-eight years of manufacturing experience, nineteen in Maquila Operations working for Allen-Bradley, Cummins, First Alert, and Tyco. He has been a manufacturing consultant for more than 15 years working with companies like Thomson, Philips, Cemex, Antec, York, Lear, Johnson Controls, and Lexmark. As an APICS Certification Instructor Chet taught the first Certification Review classes in El Paso and he taught the first APICS Basics of Supply Chain Management Certification Review class in Spanish. He has worked with many Lean and Six Sigma Implementations, most recently with Tyco in Mexico City.
"Improving Bottom Line Results with 21st Century Marketing Tools"
Overview- Marketing is how you define your product, promote it and maintain a relationship with your customer. Marketing theory is based on the 5 P's: Positioning, Place, Price, and Promotion. Each element contributes to your marketing mix. Practiced and applied, marketing can become second nature. This talk is designed to provide marketing basics and tools for implementation to any product offering at any company. Product Development – a Case Study featuring Winthrop-Atkins
The talk will focus on Product Development – The Processes / Phases / Responsibilities - Identifying Market Opportunities - New Product Ideas - Product / Engineering Design - Prototype Design testing - Sample Evaluation - Product Launch - Product Release / Execution - Product Fulfillment / Execution
Phil Gelinas, CPIM has over 30 years experience with manufacturing companies in the electronics, food and promotional products industries. He is currently General Manager at the Winthrop Atkins Company, located in Middleboro Ma. The Winthrop Atkins Co. has been manufacturing and distributing Promotional Products for over 50 years.
Phil has held positions in various disciplines and has been involved in a broad range of successful improvement projects in planning and control systems and approaches. He is currently involved with a LEAN initiative in a multi-plant environment.
He was president of the APICS New Bedford Chapter in 1987 and served on the Board of Directors for five years. Phil lives in Lakeville with his wife Pat and is founder and President of Groomingdales Pet Salon. Quinn GoldenBest Practices in Supplier Quality Management, From the Suppliers Perspective
Supplier Quality Management has emerged as one of the leading business practices in the past few years. Manufacturers are making significant investments in systems and processes to improve supplier quality. Often programs are written and implemented with concern to the manufacturer only. Terms like Supplier Management and Supplier Quality Review are used to address concerns with suppliers. With outsourcing trends and supplier managed inventory programs, supplier quality is directly tied to the customer’s quality programs. Successful programs are an information sharing exercise. We will review some of the Best Practices in Supply Chain activities and discuss pitfalls that occur when the customer is not as good as the supplier.
Quinn Golden
Inventory Gone Wild: How to get Control - 60 to 75 minute interactive presentation Imagine increasing your company's inventory accuracy by more than 500 percent! This presentation reveals the secrets, techniques, and technologies that an apparel retailer used to achieve this amazing level of improvement. Learn from the company's 15-year journey toward improved inventory accuracy in raw materials, work in process, and finished goods inventories. Know how to identify the consequences of inventory inaccuracies: 1. Identify the consequences of inventory inaccuracies. 2. Take away techniques that you can put into practice in your organization 3. Learn why high inventory accuracies are required prior to major system implementations like ERP
Visual Management: Office or Factory - 2 ½ to 3 hour workshop Are processes within your working environment complex? Attend this workshop to explore visual techniques used to simplify practices within your office or factory setting. This highly interactive session will focus on how to set up a visual workplace and maintain the gains after implementation. Using 5S as a starting point, it will describe the process steps to setup work cells, train team members, and increase quality through the use of visual systems. Building on the foundation of lean as a practical approach, learners will be provided templates with before and after sample pictures for reference for later use in implementation of visual systems.
A simulation for the office environment will involve participants in the concept of "flow" within the organization or externally to suppliers. Finally, this workshop will describe solutions to some of the common issues encountered while establishing such systems, including achieving necessary quality levels, encouraging involvement & enthusiasm, and preventing back-slipping to the old process.
Anne Haberkorn works at Fox Valley Technical College in Appleton, Wisconsin as the Director for the Lean Performance Center. At the College, Anne’s expertise is in production and inventory control as well as lean manufacturing practices. Most of Anne’s work experience was at OshKosh B’Gosh as the Inventory Control Manager. Anne has also worked for Appleton, formerly known as Appleton Papers, as a Logistics Analyst and for Kimberly Clark in the International Finance Department. Anne earned a Bachelor of Business Administration degree from the University of Wisconsin-Oshkosh and a Masters degree in Education from the University of Wisconsin-Stout. Anne holds a current State of Wisconsin teaching certificate. Continuing to stay current in her field, Anne has held various APICS offices for the local chapter and on the region staff for Wisconsin and Michigan. Anne chaired the 2005 APICS International Conference. Most recently, Anne has completed the Wisconsin Development Leadership Program, and was recognized as the Fox Valley APICS Chapter’s 2007 Member of the Year.
Anne Haberkorn, CFPIM,
CIRM, CSCP, C.P.M., Jonah Right Size Your Lean Program – A Case Study Most companies planning the journey to Lean Manufacturing see this process as a daunting task. It’s not that the idea and process of implementing Lean is overly complicated. In its simplest form Lean is the elimination of waste from your production process, and then from your corporation. Lean will assist your company in producing a higher quality product in less time and at less cost. This paper will discuss How to Right Size Your Lean Program and to leverage your company’s internal assets: People, Time, Knowledge and Systems to achieve excellence in Lean Manufacturing. This paper will address methodologies for organizing and implementing a concise Lean implementation that is sized for success and defined in an actual case study.
What is Lean Manufacturing? Lean Manufacturing is the fundamental re-thinking and radical re-design of your business and Processes to achieve dramatic improvements in critical measure of performance, such as: Speed Cost Quality Service
Lean manufacturing is a philosophy of manufacturing based on the elimination of all waste and continuous improvement of productivity. It encompasses the successful execution of all manufacturing activities required to produce a final product, from design engineering to delivery, including all stages of conversion from raw material to a finished product. The primary tenants of lean is to have total control of your inventory and to have it delivered only when needed, to improve quality, to dramatically reduce your lead times by improving factory flow, reducing setup times, material planning and handling, and lot sizes and to change the culture of the company to accept the elimination of waste is the key to success. Lean also requires that a company must adopt a team building and people empowerment theme. Lean provides a set of processes and tools to more aggressively collect data, and uses formal problem-solving tools to arrive at solutions.
Right sizing your lean program can be defined as maximizing your company’s profit through right thinking your lean implementation. This case study is based on one company’s ability to see through the tress and their ability in developing a lean implementation program that achieved their stated objectives.
DANIEL A. MARINO, CPIM Dan Marino is a Senior Partner of Marino Associates, LLC; Mr. Marino has more than twenty-five years in materials and manufacturing with experience in ERP, Lean/Agile Manufacturing process JIT, MRP II, Capacity Planning, Supply Chain Management, and Global Procurement. Dan has experience with SAP’s R3, Oracle, Microsoft Navision, and other state of the art ERP systems. He has managed and completed many successful implementations of Lean Manufacturing and Supply Chain Management. Dan has a degree in Business Management and Industrial Engineering. He is a Certified Instructor for Boston University in their Lean Certification program. Dan has managed the efforts of three acquisitions, two in the US and one in Europe. His expertise in facility layout and product flow, Kaizen Blitz, and Value Mapping, allowed for the consolidation of plants and major improvements in material flow and logistics. He is a frequent speaker and educator on the local, national and international level.
Mary Ann Mauldwin, CFPIM, CSCP Driving to Success: The Roush and Yates Racing Engines, LLC Transformation An amazing supply chain management improvement process of Roush and Yates Racing Engines, LLC and its transition from a very traditional, family based manufacturing process to aligning with Ford Motor Company in 2003 to manufacture all the Ford engines for the NASCAR Cup series will be discussed. Carolyn Sly of High Speed Learning and Mary Ann Mauldwin, Operations Manager for Roush and Yates, will speak about the process of how the company realized there was a need for materials management and associated capabilities, reviewing supply management and product flow, introduction of bills of material and cycle counting, and implementation of a software package and process mapping to understand information flow and improve it. This transformation process resulted in Roush and Yates Racing Engines, LLC providing the engines that drove the 97 car to the Nextel Cup Series Championship in 2004. The racing industry is one in transition to a large, business-oriented international entertainment industry, which will be discussed in this presentation.
Mary Ann Mauldwin, CFPIM, CSCP Mary Ann Mauldwin is a graduate of the University of North Carolina. She has a Bachelors’ in English and Secondary Education and an Associates Degree in Mechanical Engineering. She is certified at the fellow level in production and inventory management. Mary Ann achieved APICS’ new Certified Supply Chain Professional certification in December 2006. Mary Ann has spoken at numerous international conferences and seminars throughout the United States. She has also published articles on supply chain management and lean manufacturing processes. Mary Ann has worked as a consultant, Director of Materials, Purchasing Manager, and Director of Supply Chain Management. She is now Director of Operations for Roush and Yates Racing Engines. Mary Ann joined Roush and Yates in May, 2004. According to Mary Ann, “It has been an exciting opportunity to utilize the APICS body of knowledge and lean manufacturing principles in another industry, especially one that is constantly changing.” Mary Ann has served on the APICS Board of Directors as Region XI Vice President for two years and as VP of Education – SIGs in 2005. At the Charlotte APICS chapter level, Mary Ann is Chapter President and an instructor. She teaches numerous APICS certification review classes in the local community colleges and in private industry. Questions: How to Make Them Work for You
The ability to ask good questions is a sign of a curious mind and the mark of a good learner. If you want to learn something, then you need to ask questions. The art of questioning allows us to gain useful knowledge, prompt creative thinking, and make better decisions. Unfortunately, most of us ask too few questions and poorly worded ones at that.
This interactive mini workshop will explore the types, levels, and construction of effective questions. You will discover how to encourage more dialogue by the way you respond to the answers you get. You will also find out that what you do physically impacts the quality of the information exchange.
Harvey McChesney, III, CPIM Harvey McChesney, III, CPIM is president of McChesney Associates. Harvey’s purpose is to help you vividly express your thoughts, feelings, and needs through effective communication. He has extensive experience teaching presentation skills, training methods, team competencies, facilitation skills, and structured problem solving. Harvey uses a natural and energetic style to create an interactive learning environment.
Harvey has 20 years experience in manufacturing engineering, process analysis, facilities design, systems definition and installation, project management, and productivity improvement. He received a B.S. in Industrial Engineering from Lehigh University, has served on the APICS Board of Directors and was the Chairman of the 1994 APICS International Conference and Exhibition. Harvey also led the team that revised the APICS Train the Trainer materials and developed the Learning Dynamics for Instructors course.
He is a qualified instructor for both of these courses as well as a frequent speaker and can be reached at h.mcchesney@att.net or (610) 799-4756.
"Anti Aging Tips to a Long and Healthy Life" Do you think your doomed to get the same diseases as your parents?
Or are you a little cocky, thinking your parents/grandparents lived to a ripe old age, so you have nothing to worry about?
The reality is your lifestyle choices determine the most on how well and long you will live. Come learn the latest methods to stay young.
Check us out at bassriverhealthcare.com or danreida.com
Are you living with back pain, neck pain, or headaches? Do you have pain and numbness in your arms or legs? Do back problems prevent you from living the life you want to live? Are you continually sick, lacking energy or among the first to get colds or flu’s? This could be an indication that your body is suffering with subluxations,” says Dr. Reida of BASS RIVER HEALTHCARE ASSOCIATES in South Yarmouth.
Dr.
Reida will answer the following questions…
Detailed, yet entertaining, information about the best methods to treat neck, back, and many other common health problems without drugs or surgery.
More information To schedule an interview or for further information, call Dr. Reida at (508) 394-1353. And keep the number handy. You’ll never know when you “just don’t feel good” and can’t figure out what’s wrong…or when you just need an excellent interview!
Dr. Dan Reida 508.394.1353 Fax - 508.398-2866 “The World's Best Kept Health Secret Revealed” Dr. Reida’s book has quickly become popular because readers are learning new information on a highly researched, little known health threat: subluxations (pronounced: sub-lux-ay-shuns). The book reveals that by easily and painlessly removing subluxations people are able to think clearer, have more energy, and maintain higher levels of health among many other health benefits for both children and adults.
Maryanne Ross, CFPIM, CIRM, CSCP, QI Best Practices for Successful Outsourcing Research confirms that outsourcing decisions consider to be one of the key strategic issues confronting organizations today. When the organization operates in a global environment, the outsourcing decisions and activities are more crucial than ever. Whether your organization is considering outsourcing in order to focus on core competencies, cut costs, or increase capacity, your decisions must support the company’s Strategic Plan.
This presentation will focus on the dos and don’ts of successful outsourcing, with an emphasis on outsourcing effects on the organization’s supply chain partners.
Participants will learn: · Steps to take in the Make vs. Buy analysis · Actions which are crucial during the planning stages · Activities which support a smooth transition during the execution stage
Maryanne Ross, CFPIM, CIRM, CSCP, QI The Role of Logistics in Your Global Supply Chain In years gone by, the logistics professional was primarily responsible for reducing transportation costs. But in this age of fierce global competition, it has become crucial for organizations to seek a sustainable competitive from all operations, and to focus on improving the integration of all activities along the supply chain. This presentation will outline the interdependencies of the global supply chain and identify the crucial role effective logistics management plays in successful supply chain operations.
Participants will learn: · How integration between logistics and other functional areas such as sales & marketing, manufacturing, purchasing, finance and information technology create sustainable competitive advantage · How logistics can reduce the cash-to-cash cycle and improve an organization’s cash flow · How logistics management contributes to increased supply chain visibility, reduced supply chain variability, and improved supply chain velocity, especially important when supply chain partners are situated globally
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