Achieving Agile Procurement in the Digital Transformation
Tealbook CEO Stephany Lapierre will be sharing her insights on how innovative technology empowers procurement to be agile in their organizations. Lapierre will explore what agility looks like during the digital transformation, and how procurement can be leaders in fostering it amongst their teams. She will be including examples of Fortune 100 clients who have achieved agility by adopting emerging, best-in-class technology. There will be a special focus on improving supplier diversity outcomes through Tealbook’s IMPACT solution and how Tealbook has provided this support to its client, the Canadian Council for Aboriginal Business.
Speaker: Stephany Lapierre, Chief Executive Officer – Tealbook
The Power and Pitfalls of Machine Learning in Supply Chain Management
Can artificial intelligence improve forecasting accuracy, reduce costs and optimize the entire supply chain network? What industries or networks are optimal for implementing machine learning? This session will walk through the world of Artificial Intelligence (AI) and Machine Learning (ML), with a focus on the ML trends in supply chain management and how this impacts company decision making. By the end of the session you will understand how ML can affect your company and how to set up for success.
About the Speakers:
Anna Koop, MSc., Senior Scientific Advisor, Alberta Machine Intelligence Institute (Amii)
Anna has a passion for both the science of computational intelligence and the art of human education. She is highly sought after for her insights on the fundamentals of AI, applications of AI and ethical/societal considerations surrounding AI. She continues to research how artificial systems can adapt to changing environments. Anna completed her Masters under world-renowned Dr. Richard Sutton at the University of Alberta.
Tara Petrie, MSc., Machine Learning Educator, Alberta Machine Intelligence Institute (Amii)
Tara is driven by the joy of sharing math and science with others. She works to enhance machine intelligence knowledge for businesses and individuals. She received her master of science degree in mathematics from Simon Fraser University with a focus on discrete math and combinatorics.
Analytics helps WestJet fly higher
The use of advanced analytics in the airline industry has a long history going back over 60 years. In spite of this, it has only been over the past twenty years that the convergence of computing power, low cost data storage and a highly educated talent pool have made it possible for airlines to widely employ these techniques effectively. This latest Alliance Pipeline seminar will present models developed at WestJet that demonstrate the breadth of analytic analysis in the airline industry.
About the Speaker: Glen Phillips, Senior Manager (retired), Operations Research
Glen recently retired from WestJet after 15 years. While at WestJet he held various positions in business development, strategic planning and spent the last 10 years as the head of the operations research (analytics) department. He has held teaching positions at the Haskayne School of Business and the University of Lethbridge teaching Operations Research, Finance, and Service Operations. Prior to WestJet he had spent 15 years in the transportation and distribution industry including Greyhound Lines of Canada, Brewers Distributors and as a consultant.
Glen has a BComm from the University of Calgary and an MBA from the University of Toronto both in Finance and Operations Research. He received the Canadian Operational Research Society’s 2016 Omond Solandt award for outstanding contributions to operational research in Canada. With his former colleague Dr. Hugh Donleavy, he has also published an article ‘The Future of Airline Revenue Management, in the Journal of Revenue and Pricing Management (August 2009)
Driving Value & Increased Assurance Through Third-Party Risk Management
Join the Canadian Centre for Advanced Supply Chain Management and Logistics community on November 29, 2018 for a presentation on proactive third-party risk management to drive value and increased assurance. Speakers will discuss different tools and accelerators to achieve this (leveraging available data) as well as organizational structure imperatives.
About the Speakers
Laura Joudrie leads the Extended Enterprise Risk Management (EERM) practice nationally at Deloitte and their Contract Value Capture (CVC) solution globally. Laura has more than nine years of experience in professional services, specializing in third party risk management and cost optimization. Specifically, Laura helps clients to identify and remediate process gaps that result in increased third party risk, ultimately leading to improved governance over supplier relationships and expenditures. Laura is a Chartered Professional Accountant, and holds a Bachelor of Commerce degree from Queen's University.
Darren Cleveland, also from Deloitte, is an accomplished customer and team focused executive with a background in risk, compliance, finance and strategy development, including over 25 years of experience primarily focused on the energy delivery industry, particularly oil, gas and renewables. He uses innovative thinking to develop and achieve value added solutions to drive growth while quickly adapting to a variety of new businesses and business areas. He has positive a reputation for the ability to influence through understanding business goals and effective communication.
Supply Chain 3.0 and the Search for Performance
Supply chains have gone through three distinct phases: integration between functions within the company, integration into key suppliers and customers, and integration with stakeholders in general. These phases have been enabled by technology but motivated by the same drive: the search for performance.
Along with higher performance has come higher complexity and more points of failure: hence increased risk in types, including failures on sustainability. How should managers seek for further performance?
Join us on November 9, 2018 to hear from Professor ManMohan S Sodhi, FIMA, FORS who will present that managing risk alone can improve performance but seeking to increase performance alone can increase risk and deteriorate performance.
About the Speaker:
Professor ManMohan S. Sodhi is Professor and Head of the Operations and Supply Chain Management group at Cass Business School in London and Fellow of the Institute of Mathematics and its Applications and Fellow of the OR Society. Prior to joining Cass Business School in August 2002, Professor Sodhi was Vice President at a software company based in San Jose. Previously, he worked as Director for enterprise e-business strategy at Scient and, prior to that, as Manager in the Supply Chain Practice at Accenture. He has worked with clients in a variety of industries including consumer electronics, commodity and specialty chemicals, petroleum products distribution, hospitality industry procurement, and airlines.
Professor Sodhi received his Ph.D. in management science from the Anderson Graduate School of Management at UCLA in 1994. Subsequently, he taught operations management at the University of Michigan Business School where his research in the trucking industry was funded by the Sloan Foundation. His research interests lie in supply chain management, in particular in supply chain risk. He has published in numerous academic and managerial journals including Journal of Operations Management, Operations Research, Production and Operations Management, Harvard Business Review and Sloan Management Review.
The Supply Chain Transparency Revolution
Unthinkable a few short years ago, supply chain transparency has become business-as-usual for industries ranging from food to fashion and electronics. The motivations go far beyond marketing: transparency has emerged as an essential business process for ensuring that supply chains are as efficient as can be while avoiding short-term disruptions and ensuring long-term sustainability. A rapid shift is underway in how brands and manufacturers communicate with their supply chains, and new rules of engagement are emerging that favor transparency and data-rich approaches to sourcing.
This latest Alliance Pipeline seminar will provide a real-world perspective on how this transformation occurred, including case studies of the motivations, benefits and implementation challenges to implement transparency.
About the speaker:
Dr. Leonardo Bonanni, Founder and CEO of Sourcemap, the supply chain mapping company. Since 2008, Sourcemap has developed software for companies and consumers to trace the origins of products to master the social, environmental, and operational risks. Based in New York City, Sourcemap software powers supply chain transparency for Hershey’s, Eileen Fisher, and sustainability benchmarking for the Sustainable Apparel Coalition, which is used by leading brands including Walmart, Nike and H&M. For more information on Sourcemap visit www.sourcemap.com.
Leo has been named among America’s Most Promising Social Entrepreneurs and 100 Most Influential People in Business Ethics. He is an entrepreneur and an advocate for supply chain transparency. Prior to Sourcemap he was a PhD candidate at the MIT Media Lab where the underlying technology was developed. For more information on Leo visit www.leobonanni.com.
Collaborative Partnerships: Working with Indigenous Suppliers
Several stories of organizations that have gone under, underperformed or been sanctioned as a consequence of unsustainable supply chain practices exist in the media today. The negative effect on brand reputation, shareholder value, employee recruitment and retention, market share and ultimately bottom-line performance cannot be understated.
Supply chain management, which can be called by many different names, is really about managing the inherent risks that supply chains present. Some of these political, economic and social risks could be mitigated or accentuated by how much attention is paid to socially responsible procurement. Responsible management of risk has become a key differentiator for organizations, especially those in the energy sector, as they seek to achieve and maintain the license to operate. A key element of this is the diversity of the supply base, including the participation of diverse and local suppliers.
This upcoming Alliance Pipeline Seminar will explore the many challenges and opportunities facing industry who utilize indigenous, local or diverse suppliers. Patrick Etokudo from Enbridge and C.J. Quinton from TAWS Security will also discuss the creative ways they’ve helped to grow the capability and capacity of these supplies, as well as the success they’ve seen by co-creating value.
About the Speakers:
Patrick Etokudo is the Director, Supply Chain Management Transformation, at Enbridge Inc. Prior to this role he has held many other senior SCM leadership positions at Enbridge, Suncor Energy and Royal Dutch Shell. With the support of the Public Affairs department, he created the sustainable SCM practice at Enbridge. Before his career in Supply Chain Management, he worked as an Engineer in the Power, Food & Beverages, and Tire industries.
With an undergraduate degree in Mechanical Engineering, Patrick joined the SCM profession more than 25 years ago and now holds a Master’s degree in the discipline. As a Supply Chain Management Professional (SCMP), he sits on the Board of Directors of the Supply Chain Management Association of Alberta. He has led transformation efforts at Shell, which included the migration to centralized governance in the late 1990’s; and also worked on the merger of Suncor/Petro-Canada, and Enbridge/Spectra Energy supply chains.
In 2017, Patrick received the premier award as the Alberta Supply Chain Management Executive of the Year at the Energy Executive Awards organized by the Alberta Oil Magazine. He is a significant voice in promoting SCM talent development; sits on the SCM Program Advisory Committees of SAIT and (recently) Bow Valley College; and has written and spoken at many forums about the future of SCM, sustainability and the role of technology in it.
C.J. Quinton is the Chief Operating Officer of TAWS Security. During his six years at TAWS Security, he has held the positions of Operations Manager, General Manager and now Chief Operating Officer. Included in this time, C.J. was appointed to the position of Director of Private Security Service for the Regional Municipality of Wood Buffalo for the management of the Wildfire.
C.J. is retired from the Canadian Armed Forces where he was an Armoured Crewman posted in reconnaissance squadron and was also a business owner prior to his time at TAWS Security.
C.J. has been recognized and awarded across multiple platforms, including numerous during his Military career, many for his role in the Fort McMurray Wildfire and has also been Recognized as “A champion of the Regional Municipality of Wood Buffalo” at the Mayor and Regional Council toast of champions in 2016.
TAWS Security, which provides physical security, mobile patrol security as well as many technological solutions, including our own access control system, vehicle telematics (GPS) monitoring, Work Alone Monitoring, and Journey Management Monitoring as some of the value-added services to empower their clients and staff.
TAWS Security is based on the Fort McMurray #468 First Nation in Anzac, Alberta. 100% of their ownership and management team are local Fort McMurray residents. Isabell Ringenoldus, owner and CEO has won multiple awards over the years, including the CCAB’s prestigious National Youth Aboriginal Entrepreneur Award and inducted into the Aboriginal Business Hall of Fame.
Following the unfortunate and devastating event of the Fort McMurray wildfire, TAWS Security was able to showcase their ability and resources deploying management, trained security professionals and other resources including fully equipped mobile security trailers immediately to the Regional Municipality of Wood Buffalo within hours after the fire started.
The Changing Retail Supply Chain in Canada
The level of disruption and change faced by traditional “bricks and mortar” retailers in Canada is higher than ever before. Traditional retail supply chain operations will not support the rapid growth of online retailing and changing customer expectations. Supply chain capabilities are increasingly being recognized as key elements of business strategy that must be adapted to the changing environment for retailers to survive and thrive in the future.
At this upcoming Canadian Centre for Advanced Supply Chain Management and Logistics Alliance Pipeline Seminar you will learn about the unique supply chain challenges presented by the Canadian retail landscape and how they need to be addressed for retailers to survive and thrive. The presentation will focus on Canadian Tire’s supply chain – how it has evolved to its current state and what changes are required to support the continued growth and success of an iconic Canadian retailer.
About the speaker:
John Salt is the Senior Vice-President of Supply Chain and is responsible for overseeing the flow of goods and supporting the flow of information between the Canadian Tire family of company’s merchandise suppliers, retail stores and end customers. He also oversees the ongoing development and enhancement of the company’s transportation, distribution and online fulfillment networks.
Since taking on this role in 2009, John has been instrumental in upgrading the systems that support the operations of Canadian Tire’s logistics and transportation functions. He has also led the deployment of new and innovative technologies within Canadian Tire’s Distribution Centres to improve quality, productivity and operational agility.
Prior to his current role, John was Vice-President of Distribution, Operations Planning and Express Auto Parts. In this role, he oversaw Canadian Tire’s two regional Distribution Centres, the operations planning centre, and the three auto part depots. Previous roles within Canadian Tire include directing the operations of the A.J. Billes Distribution Centre and the Logistics team that managed Supplier Performance, Channel Enablement, Electronic Commerce and Offshore Supply Chain Operations.
Prior to joining the Company, John had a distinguished career in the consulting and manufacturing industries with a primary focus on operations management.
John holds an MBA from York University and a Bachelor of Technology degree in Industrial Engineering from Ryerson Polytechnical Institute, now Ryerson University.
Canada’s Energy Supply Future: Renewable Energy in Vogue?
Renewable energy transformation is fashionable everywhere, but in most geographies, combined cycle power plants fueled by natural gas will continue to dominate for a long time. Solar, wind, hydropower, and geothermal fired plants will compete for their shares of power generation, as coal and even oil recede and biomass fails to reach economic scale.
The EU has issued clean energy mandates, Asia has established leadership in low-cost supply of equipment, and Latin America is following the guidance of the Paris accord. Everybody agrees that green is a desirable direction, and solar and onshore wind have lower capital costs than conventional power generation plants, but gas-fired combined cycle plants can in many cases deliver a lower Levelized Cost of Electricity and generate more jobs than solar and wind. The battle for lowest cost production has yet to be played out. Fossil fueled power costs can be driven lower still through smart midstream technology such as UAVs, Radar/LIDAR, Infrared Imaging, Smart Pigging, Magnetic Flux Leakage, Ultrasonic Tools, Geometry Tools, Distributed Fiber Optic Sensing, Acoustic Sensors, Temperature and Strain Sensing, Electric Field Mapping, Pipe Coating, Lining and Cathodic Protection, and Data Analytics. The political and economic battle for the best energy sources will ultimately also need to consider economic impact and energy independence.
This latest Alliance Pipeline seminar will provide a perspective as to the comparative economics of combined cycle, solar, wind, hydro, and geothermal power generation alternatives, and put the comparison into Canadian perspective, using actual project examples and case studies.
About the speaker:
David Jacoby, President of Boston Strategies International, has been consulting for over 25 years in operations strategy and performance improvement, especially in the oil, gas, and power industries. He wrote The Economist Guide to Supply Chain Management (The Economist, 2009), Optimal Supply Chain Management in Oil, Gas, and Power Generation (PennWell, 2012), and three forthcoming books on energy, trade, and industrialization. In addition, he has contributed 250 speeches, articles and webcasts to publications such as Oil and Gas Journal, Supply Chain Management Review, Energy Tribune, and Supply Chain Quarterly.
Formerly, he taught Operations Management at Boston University’s graduate school of business, served as a contributing editor at the Economist Intelligence Unit, and consulted to the World Bank. While based in Brazil, Hong Kong and France, he consulted on strategic sourcing, purchasing and outsourcing, shipping, and capital investments.
He holds an MBA from the Wharton School, a Masters in International Business from Lauder Institute and a Bachelor of Science in Finance and Economics from the University of Pennsylvania. He is also a Certified Energy Procurement Professional (CEP), a Certified Fellow in Production and Inventory Management (CFPIM), Certified in Supply Chain Management (CSCP), Certified in Integrated Resource Management (CIRM), Certified in Purchasing Management (Lifetime C.P.M.), and Certified in Transportation and Logistics (CTL). At the International Supply Chain Education Alliance (ISCEA), he is a member of its Ptak Prize Selection Committee. Mr. Jacoby is a member of the Society of Petroleum Engineers.
In search of competitive advantage: migrating supply chain management excellence
Supply Chain Management (SCM) is a function that is critical to every industry. However, it could be argued that some industries as well as individual companies are more mature than others in implementation effectiveness and sustenance. Supply chain leaders have traditionally encompassed the automotive and electronics industries, with market leaders such as Toyota and Walmart often regarded as organizations to be emulated in managing supply chains compared to their competitors.
In this latest Alliance Pipeline Seminar a panel discussion will explore how companies can apply learnings from across industries to become more effective in managing supply chains, notably in the oil and gas industry and the service sector.
The panel members are leaders in their industry who bring many years of experience in implementing and managing supply chains in more than one industry. Their insights on transferring SCM knowledge across industries will be of great value to those searching for competitive advantage through supply chains.
About the panelists:
Janice Davis is Senior Vice President, Supply Chain & Chief Procurement Officer at Shaw Communications Inc. and is accountable for the development and implementation of Shaw’s Supply Chain strategy. Janice began her career as a Production Supervisor at General Motors, moving to Ford Motor Company in 1990. While at Ford she held a variety of Leadership positions, including Global Purchasing Director for Electrical and Electronics and Purchasing Director for Lincoln Mercury. From August 2005 to March 2013 Janice was Vice President & Chief Procurement Officer at Bombardier Aerospace where she led a global team responsible for the strategic procurement of aerospace products and services.
Janice graduated from Michigan State University with a bachelor’s degree in Business & Supply Chain Management. She earned an MBA in Finance from Wayne State University, and is a Board Member of the Institute for Supply Management (ISM).
Kurt Ritcey is a consulting partner in Deloitte’s Vancouver office and is the founding Partner of the Canadian Sourcing and Procurement consulting practice. Kurt specializes in operational improvement with a specific focus on enterprise cost reduction, strategic sourcing, procurement transformation and supplier relationship management. Kurt’s clients include leading Canadian and global organizations in energy and consumer business. In particular, he has directed projects in oil and gas, forest products, oilfield services and pipeline companies. He has recently delivered improvement projects in lean manufacturing operations, transportation cost reduction, strategic sourcing, source-to-pay transformation, and demand management.
Kurt is married, has two adult children and spends his free time skiing, cycling, hiking and traveling. He recently hiked the West Coast Trail on Vancouver Island.
Marc Lanero. As Vice-President, Supply Chain Management, Marc is accountable for maximizing Cenovus cost leadership for all external goods and services by optimizing cost, performance and quality in a safe and sustainable manner. He has overall responsibility for the development, implementation and management of the sourcing, procurement, supplier management and logistics organizations across all steps of the supply-chain.
Marc has a diverse global background in sourcing, contracts, procurement, business development, marketing and strategy and held senior leadership positions in North America, Europe, the Middle-East and Africa, including for the Lafarge Group and Bombardier Aerospace.
Marc obtained a Master of Business Administration degree from McGill University and a law degree from Ottawa University. He is a member of the Quebec Bar Association since 1995.
Shale Plays: Four Fundamental Supply Chain Themes for 2017
In the oil & gas industry, one of the most significant developments recently has been the ability to extract oil economically from shale. This has been particularly more so in the integrated North American market where shale plays has allowed the USA to increase its oil and gas production tremendously. The extent of this effect on the export of Canadian oil to the US is evident, with the degree of future impact dependent on Canada’s ability to adapt.
Like other industries undergoing growth, the shale play supply chain is also in flux. Even the most established supply chains are subject to disruptive flux, especially in industries experiencing growth. Our recent work with both operators and suppliers has highlighted the need for integrated and adaptive supply chains. This is particularly evident with shale plays, which are experiencing an unprecedented rate of technological and operational change in response to changing oil prices and geopolitics.
At this latest Canadian Centre for Advanced Supply Chain Management and Logistics Alliance Pipeline Seminar you will learn about:
- primary drivers of current industry trends;
- industry leading practices.
About the speaker:
Tim Thompson leads Oliver Wyman's Upstream Energy Practice in Calgary. With over 28 years combined industry and consulting experience, he has assisted developing various elements of the strategic agenda for clients spanning the entire energy value chain. His primary focus is North American Upstream producers. Tim is one of the firms leaders in developing Intellectual Capital and has co-led and/or directly led a number of recent articles and initiatives on behalf of the firm; Oil & Gas – What does the Future Hold ?, Shale 2.0, Furthering Productivity – Canadian Heavy operators, The Necessity for Changing the Nature of Operator Supplier relationship in Oil & Gas, Energy Recalibrated – Three Ways to Survive in the New Normal, et al.
Prior to Management Consulting, Tim had an 11 year Midstream career, with functional focus on Engineering, Planning, Regulatory and ultimately P&L responsibility related to delivering Major Projects. More recently, Tim was the CEO of a wildcat upstream exploration firm seeking to develop Canada's geothermal energy resources.
Tim holds an MBA in Business Administration (Operations Specialty) from Queens University – Kingston (Summa Cum Laude), an undergraduate degree in Philosophy from Dalhousie University , Halifax (Summa Cum Laude), and also an undergraduate degree in Engineering Physics, from Queens University – Kingston.
How emerging technology is changing supply chain
Anticipated Industry 4.0 trends are expected to drive disruption in many industries and they will fundamentally change the needs of the procurement function. Sourcing for tomorrow will mean rapidly sourcing, procuring and integrating complex “anything-as-a-service” solutions that will be integral to your overall value chain, organizational processes and marketplace differentiation. To deal with these changes it is imperative that organizations move now to get the basic foundational enablers in place to enhance the value proposition of their supply chain function.
The new supply chain value proposition builds on foundational elements to position the function as a strategic partner to the business and suppliers. As this happens, the traditional service provider boundaries between supply chain and the rest of the business will continue to blur.
At this latest Canadian Centre for Advanced Supply Chain Management and Logistics Alliance Pipeline Seminar you will learn about the two key elements of this new value proposition:
- Brokering collaboration between key suppliers and the business. In the future this will mean building and maintaining conduits for suppliers and the business to successfully collaborate and innovate together. Additionally, elevating these supplier relationships to the C-suite and treating them like customers is a critical success factor.
- The second component combines procurement “know how” (understanding of the business demand and market supply - innovative alternatives and substitutes) with “big data” analytics and technology to identify growth opportunities.
About the speakers:
Nitish Bahl – Director, Operations / Procurement and Supply Chain, Pricewaterhouse Coopers, Calgary
Nitish is an experienced supply chain leader with over 25 years of industry and consulting experience across manufacturing, mining, power and utilities, oil and gas industries.
He supports clients to achieve business and performance improvements through supply chain transformation, cost reduction programs, category management practices, contract management improvements, supplier management programs, and continuous improvement.
Jamie Siu – Director, Operations / Procurement and Supply Chain and Operational Excellence, Pricewaterhouse Coopers, Calgary
Jamie has over 13 years of blended consulting and industry experience in the areas of Supply Chain and Procurement transformation, operational excellence and Lean, business process improvement, and project management across multiple countries, sectors and categories.
She leverages her Supply Chain and Procurement and Operational Excellence and Lean experience to help clients identify a focused area of improvement opportunities with sustainable benefits and savings.
The Great Provincial Obstacle Course
Due to heavy taxes and internal provincial and municipal barriers, it is increasingly difficult for Canadians to sell products to itself. Examples are things like crude oil from Alberta to the Eastern provinces; and fabricated oil sands process modules from Eastern provinces to Alberta.
Eastern Canadian manufacturers have limited participation in the fabrication of process units, reactors, vessels and modules, etc. – for the huge major project resource industry projects in Western Canada. Why? They cannot move over-dimensional loads across provincial highway border crossings on a timely and cost-effective basis. As a result, virtually all of this freight is imported, sourced in the U.S. and Asia, and shipped expeditiously and economically to project sites.
The Van Horne Institute commissioned PROLOG Canada to developed a scoping study, entitled “Over-dimensional Loads: A Canadian Solution.” This study was prepared for the Canada Transportation Act Review (CTAR). The study provides a high level overview of the need for designated, uniform, high load highway network across Canada that will allow Canadian manufacturers to be competitive within Canada and offshore for the delivery of over-dimensional and/or over-weight equipment on a competitive basis.
At this latest Canadian Centre for Advanced Supply Chain Management and Logistics Alliance Pipeline Seminar Series you will learn about:
- Type and nature of over-dimensional (O-D) highway shipments to major resource project sites.
- The “gold standard” for O-D truck size and weights – the Alberta High Load Corridor.
- The apparent reasons behind inter-provincial trade barriers in the trucking sector.
- A few current provincial, self-serving practices that create the problems.
- How a few eastern Canadian fabricators have found ways around the obstacles.
Recommendations to the Secretariat to address the remediate the issues.
About the speakers:
DON DEAN, Principal, PROLOG who has extensive experience in logistics planning, bulk liquid terminal design, construction management and trucking operations. He is a professional engineer with a B.Sc. in Civil Engineering from the University of Saskatchewan. Don previously held various engineering and management positions with Shell Canada, and Trimac Transportation. He founded Trimac Consulting Services, a company that carried out planning of international transportation projects in developing countries for clients such as the Canadian International Development Agency and the World Bank. Since co-founding PROLOG Canada Inc. he has been developing logistics solutions for transportation opportunities throughout Canada.
JIM BROWN associate, PROLOG, and a results-focused supply chain professional with extensive knowledge and experience related to international trade & logistics, dealing with all trade areas in aviation, oil & gas as well as in retail trade. Recently retired, Jim held a number of management positions over 29 years with Schenker. Jim is experienced in all aspects of transportation, air, ocean, rail, truck, and warehousing as well as project management. Prior to Schenker he worked with Canada Maritime/CP Ships, and CP Rail.
Please register early as seating is limited. This event is free to attend.
Lunch will be provided.
The Canadian Centre for Advanced Supply Chain Management and Logistics (CASL) is led by the Haskayne School of Business and the Van Horne Institute. The purpose of CASL is to develop and disseminate world-class knowledge on supply chain and logistics strategies and practices through focused education, specialized research and industry engagement.
Driving cost savings, efficiencies and performance in any price environment
The continued low commodity environment has presented a unique challenge for Supply Management organizations in the oil and gas industry. Encana’s focus through the challenging market conditions has been on encouraging innovation and creative thinking to drive cost savings and efficiencies with the goal of being one of the highest performing and lowest cost producers in each of the company’s core four assets.
In 2015, the challenge for Encana was to find $300 million in combined cost savings and technical efficiencies across the organization. Supply Management, working alongside the asset teams, rose to the challenge to negotiate greater than $240 million in commercial cost savings in 2015 and continues to drive for commercial savings now totaling over $300 million over the past 18 months.
You will learn about:
- How Encana Supply Management has taken a “One Team” approach with Operations to negotiating from a position of knowledge and strength to achieve over $300 million in commercial savings in 2015 and 2016 while managing vendor performance.
- The company-wide integrated team approach to “One Scorecard” and how Encana measures commercial savings and technical efficiencies aligned Supply Management with the Operating teams to ensure no surprises with respect to realizing and monitoring their cost savings.
- How Supply Management at Encana has increased their level of business acumen by leveraging data analytics and technical expertise to execute the business strategy and negotiate effectively with vendors.
- How Encana is working with vendors to be the client of choice with our vendors of choice by developing unique sourcing strategies in major categories such as Rigs, Fracturing Services, Sand Management and Logistics to drive cost savings, efficiencies and overall vendor performance.
About the speaker:
Vineeta Maguire is a Professional Engineer with over 25 years of experience in Oil and Gas Operations and Field Development. Currently, Ms. Maguire is the Vice President of Supply Management Services (SMS) at Encana. The SMS team works with the U.S. and Canadian asset teams to implement commercial strategies through the entire procure to pay process for 80 per cent of over $3 billion dollars spend over the past two years.
Prior to Supply Management at Encana, Ms. Maguire was the Vice President of Operation Services for Canada leading a diverse team through the Operations lifecycle from surface land acquisition to Drilling, Completions, Facilities and all Field Operations. She has held a number of senior leadership and technical positions including asset management in mature to emerging plays in British Columbia and Alberta at Encana, BP Canada, Amoco and Petro Canada.
Ms. Maguire is an alumna of the University of Calgary with a Masters in Chemical Engineering.
Informing Total Cost of Ownership in Supplier Selection
Procurement decisions based on total cost of ownership take into account not only the biddable purchase price but also the non-biddable additive costs the buyer would face when doing business with different suppliers. However, informing these additive costs often involve assessments of suppliers or their products. Such assessments help the buyer make a more informed supplier selection decision, but they come at a cost to the buyer. In this paper we examine to what extent a buyer with an outside option (e.g., internal production) should use costly supplier assessments to make a more informed supplier selection decision. We find that although supplier assessments are used for resolving uncertainty about additive costs, greater uncertainty about these costs and a worse supplier base in terms of these costs do not necessarily make supplier assessments more valuable for the buyer. Similarly, greater ex ante variability and an increase in suppliers’ production
costs — which intuitively would reduce the benefit of fine-tuning cost comparisons through supplier assessments – can actually increase the value of such assessments. Furthermore, we find that the current industry practice of “all or none” assessments can be improved upon by selectively using assessments on just a subset of suppliers, even if they are exante symmetric. Motivated by growing concerns on sustainable procurement, we treat sustainability audits as our prime example of supplier assessments and focus our discussions in this context.
About the Speaker:
Damian R. Beil is the Interim Associate Dean for Graduate Programs and an Associate Professor of Technology and Operations and Ross, where he is also a Michael R. and Mary Kay Hallman Fellow. His research focuses on auctions and sourcing, and he serves as an Associate Editor for Management Science, Operations Research and Naval Research Logistics, and as a Senior Editor for POM. Professor Beil has collaborated widely with industry, and has worked with companies in areas ranging from aerospace to retail. Prior to joining Ross, Damian received his B.A. in Mathematics from New College and a Ph.D. in Operations Research from the Massachusetts Institute of Technology.
Transport Airships: An idea whose time has come
Brought to you by the Canadian Centre for Advanced Supply Chain Management and Logistics
Airships technology has come a long way since the giant Zeppelins carried passengers across the Atlantic Ocean in the 1930s. Improvements in airship transportation could create opportunities for economic growth and lower transportation costs to encourage trade.
This Alliance Pipeline seminar provides a survey of the latest developments in transport airship technology worldwide and discusses the opportunity to develop transshipment centres for domestic and intercontinental airship transport.
- How airships could assist Canadian resource industries in their northern operations.
- Whether or not Calgary and Edmonton have the characteristics best suited to serve as locations for airship intermodal hubs.
- The potential employment associated with the creation of airship manufacturing and service operations in Alberta.
- Infrastructure and regulatory requirements needed to facilitate an airship service.
- How airships achieve the triad of environmental, economic and social sustainability criteria that are now essential to the success of any new industry.
About the speaker:
Barry Prentice, PhD is a Professor of Supply Chain Management, at the I.H. Asper School of Business, University of Manitoba, an Associate of the Transport Institute, and the third Director (1996-2005).
Prentice was instrumental in founding a major in transportation and logistics within the B.Comm. (Hons.) program at the I. H. Asper School of Business (fall 2003). Since that time a new Department of Supply Chain Management has been formed, and in 2006 a M.Sc. program in supply chain management was initiated.
In 2012, Prentice founded Buoyant Aircraft Systems International as the first airship research centre in Canada.
Winnipeg Study Tour
The Canadian Centre for Advanced Supply Chain Management & Logistics (CASL) is pleased to offer another exciting learning opportunity to Haskayne School of Business students.
This tour is made possible by an anonymous donor who made a generous philanthropic gift to the centre. The tour will take place in Winnipeg, Manitoba and is available for undergraduate students, with priority given to students concentrating in Operations Management, Supply Chain Management, Business Process Management or Business Analytics. Students must have completed at least one 400-level OPMA or SCMA course.
Known as the "Gateway to the West", Winnipeg is a railway and transportation hub with one of Canada's most diversified economies. Located in the centre of North America and 110 km north of the US border, Winnipeg is strategically situated to support the logistics and transportation industry.
Students will visit CentrePort, Canada's first Foreign Trade Zone, which is home to a variety of businesses that focus on distribution, warehousing and manufacturing. Additional places we may tour include a rail port, transportation manufacturer and an agribusiness. We will also visit the Canadian Museum for Human Rights and The Royal Canadian Mint.
Fort McMurray Study Tour
The Canadian Centre for Advanced Supply Chain Management & Logistics (CASL) is pleased to offer an exciting learning opportunity to Haskayne School of Business students.
This tour is made possible by an anonymous donor who made a generous philanthropic gift to the Centre, CN Rail, and complimentary bus transportation to and from Fort McMurray provided by Pacific Western Transportation (PWT). This trip will take you to the oil sands in Fort McMurray and is available for undergraduate students concentrating in Operations Management, Supply Chain Management, Business Process Management or Business Analytics. Registration is now open to students in all concentrations at Haskayne. Students must have completed, or are registered in, at least one 400-level OPMA or SCMA course.
Fort McMurray is considered to be one of Alberta's hubs of oil production. Located in the middle of the Athabasca oils sands, it is the main production and transportation hub for the oil and gas industry in Northern Alberta.
Students will visit the Suncor Mine Complex for an overview of the conventional oil sands production process, which includes mining, extraction, upgrading and reclamation of the land. Afterwards we will visit the MacKay River in-situ site for an overview of their operations. We will also tour PWT’s bus terminal where they will talk about their operations and scheduling process. The tour will conclude with a visit to the Alberta Oil Sands Discovery Centre.
Port of Vancouver Study Tour
The Canadian Centre for Advanced Supply Chain Management & Logistics (CASL) is pleased to offer an exciting learning opportunity to Haskayne School of Business students.
Made possible by a generous philanthropic gift, this trip will take you to the Port of Vancouver. Originally only available for undergraduate students concentrating in operations management, supply chain management, business process management or business analytics, we now have 12 spots open for other students in the Haskayne School of Business. Students must have completed OPMA 317; priority will be given to applicants who have completed senior level OPMA and/or SCMA courses.
The Port of Vancouver handles many different pieces that are important to the Alberta economy such as grain, processed food, oil, retail goods and other raw materials. Thus, an understanding of port logistics is critical to the supply chain management of goods being imported and exported out of Alberta. Here you'll also get a tour of the oil and gas loading facilities and CN Rail's multimodal terminal.