Eight Tracks. One Purpose. Converge the Physical and Digital Supply Chains.

 

New and emerging digital capabilities are transforming supply chains so rapidly that many supply chain leaders are still playing catch up. How well are you responding to today’s accelerating environment?  How quickly can your organization converge foundational capabilities with new and emerging digital ones? What about the impact on technology, talent, strategy and business alignment? 

 

At Gartner Supply Chain Executive Conference, we have eight tracks dedicated to your priorities

 

 

Track A: Supply Chain Strategy


Supply chain organizations without clear, aligned strategies struggle to execute against goals, address digital disruption and attract talent. Only 17% of supply chain organizations have a formal process to execute against strategy. This track highlights the how-to’s and crucial ingredients of supply chain strategy as well as how leaders are executing against strategies.

 

Objectives:

  • Understanding best practices and trends in designing strategy for business goals 
  • Optimizing the supply chain operating model to drive strategy with the right roadmap and initiatives
  • Designing and developing an organization and talent management approach grounded in agility 
Track B:  Supply Chain Leadership


Market disruptions, digital technologies, customer expectations and shifting demographics are rapidly changing what supply chain leadership looks like. This track offers insight for those looking to find inspiration and guidance in setting a future-focused supply chain agenda for their business.

 


Objectives:

  • Understanding how leaders can engage internal and external partners in the future of supply chain
  • Driving supply chain transformation in traditional operations and digital ecosystems
  • Mobilizing individuals to drive the necessary changes to compete in a digital world 
Track C: Supply Chain Innovation



Successful innovation relies on the collective participation of leaders in supply chain strategy, processes and functions. With no shortage of digital enablers, leaders strive to pursue those innovations that can drive supply chain transformation in the coming years. This track provides guidance for supply chain leaders looking to embrace, execute and scale innovation across the supply chain.

 

Objectives:

  • Identifying innovations across supply chain processes and functions
  • Seizing opportunities to apply innovation to achieve supply chain excellence
  • Elevating innovation to a core supply chain competency  
Track D: Supply Chain Planning



Companies’ interest in advancing their supply chain planning capabilities remains high, and the expectations on planning teams are very demanding. Planning leaders must maintain a clear vision of the future of their organization’s role in supporting business decision making. At the same time, they must keep strengthening the capabilities linking planning to execution, laying the foundations for next steps in an ever-evolving planning environment. This track offers insights for supply chain leaders on how to balance the requirements of today with the building capabilities of tomorrow.

 


Objectives:

  • Linking plans and planning decisions to supply chain execution
  • Building foundations for future supply chain planning capabilities
  • Elevating supply chain planning to a business process
Track E: Sourcing and Procurement



Sourcing and procurement’s role and value drivers will continue to broaden into the 2020s, embracing levers such as external innovation, sustainability and customer satisfaction. In parallel, business demands for speed and agility will challenge established procurement operating models and practices, while digital technologies and automation reshape the function’s activities and the skills required for success. This track explores these evolving trends and considers how sourcing and procurement leaders can prepare their organizations effectively for the integrated, digitally connected supply chains of the future. 

 

Objectives:

  • Understanding how sourcing and procurement’s future roles and business contributions will differ
  • Learning how digitalization, technology and automation support functional transformation
  • Seeing which skills and competencies need to be developed to ensure the right mix of talent
Track F: Manufacturing



The blurring of physical and digital worlds creates amazing opportunities for manufacturing operations to boost productivity and contribute to new business models and revenue opportunities. This track addresses the needs of supply chain leaders responsible for manufacturing strategy as well as the needs of their peers seeking to reshape the role that manufacturing operations plays in current and future supply chains.

 

Objectives:

  • Understanding ways to balance and improve cost, quality and capacity utilization
  • Integrating people, processes, technologies and data from manufacturing operations with the supply chain
  • Learning from examples of how others have succeeded — and learned from failure 
Track G: Logistics



The digital implications of tomorrow’s supply chains are widespread across logistics. New methods and speeds of delivery to enhance customer experience (CX) are being thrust upon logistics leadership at ever-increasing speed. Yet pressure to optimize costs remains an essential priority. This track explores the digital logistics strategies, processes, new technologies and partnering with external logistics providers required to lead for tomorrow. 

 

Objectives:

  • Defining, developing and deploying digital opportunities across logistics  
  • Driving value with external providers, secure capacity and capability
  • Discovering tactical and innovative ways to balance service delivery options while optimizing costs 
Track H: Customer Fulfillment and Collaboration



Customer fulfilment and collaboration leaders are at the leading edge of the supply chain — in close proximity to rising customer expectations for enhanced delivery, sustainable practices and quality products and services. As digital and physical supply chains converge, they need to master the “and” of future processes: Delivering improved CX and cost optimization; building relationships and embracing technology; and running today’s operation and innovating to transform to new models. This track focuses on strengthening processes, and building trust and partnerships that help the end-to-end supply chain deliver CX.

 

Objectives:

  • Creating holistic knowledge of customers by partnering across the organization
  • Strengthening order-to-cash (O2C) and other processes by scaling digital technology
  • Building trust with customers and ecosystem partners to improve CX

Monday, May 13 - Industry Day

 

 

Industry Track: Consumer Retail Exchange



Consumer retail supply chains face growing pressure to deliver value to the consumer, their trading partners and the companies they serve. At the same time, the market is changing with new entrants, the growing scale of M&A activity and digital disruptions. This industry track addresses the needs of consumer retail supply chain leaders who are ready to respond to a landscape experiencing significant disruption with innovative new ways of working to deliver value in consumer retail.   

 

Objectives:

  • Understanding how retail and consumer products leaders are transforming their supply chains
  • Identifying high-potential supply chain technologies scaling and enabling growth  
  • Implementing the foundational capabilities to enable success  
Industry Track: Industrial Manufacturing



Industrial manufacturers face pressure to operationalize digital manufacturing capabilities as they deal with the impact of changing global trends in customer expectations or trade policies on supply chain cost structures. This industry track offers guidance for industrial manufacturers who are ready to respond to these challenges, scaling innovative manufacturing capabilities with an ecosystem of partners to drive successful and sustainable transformation.

 

Objectives:

  • Analyzing critical capabilities for profitable growth in manufacturing industries
  • Understanding how to deliver differentiated service levels in digital business  
  • Learning from leaders in industrial manufacturing 
Industry Track: Healthcare Exchange



Healthcare and life science supply chains face growing pressure to deliver value to the patient, their trading partners and the companies they serve. At the same time, the market is changing, with new entrants, the growing scale of M&A activity and the potential disruption caused by the consumerization of healthcare. This industry track provides healthcare provider, life science manufacturer, distributor and retail pharmacy supply chain leaders with innovative new ways of working to deliver value in healthcare.  

 

Objectives:

  • Gaining insights into the Healthcare Supply Chain Top 25: Converging physical and digital supply chains
  • Analyzing a top-ranked Healthcare Supply Chain Top 25 health system’s transformation journey                                                            
  • Understanding best practices in collaboration between top industry players
  • Learning from Gartner’s Healthcare Supply Chainnovator leaders
Industry Track: High-Tech Manufacturing



The speed of business is accelerating. New business models are emerging, driven by the convergence of the physical and digital worlds. Supply chain needs to be ready to manage this convergence as well as new monetization models that the convergence drives. High-tech manufacturing industries will have many opportunities, some yet to be developed, as this convergence evolves, so the ability to anticipate and transform at the speed of business is critical. This industry track addresses how high-tech manufacturing supply chain leaders can manage and drive the convergence and seize opportunities.

 

Objectives:

  • Understanding the future of supply chain — and how leaders are engaging internal and external partners  
  • Driving transformation of the supply chain in traditional operations and digital ecosystems
  • Developing best practices and trends in designing supply chain planning transformation

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