The Dauch Center for the Management of the Manufacturing Enterprises & Global Supply Chain Management Initiative.

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Mike Crossk

American Axle & Manufacturing
Senior Value Stream Engineer

Michael Crossk began his career at AAM in June of 1997 as a College Graduate In Training in the Detroit Gear & Axle Materials Department.  He has served primarily in the Material Handling and Packaging group in both a daily operational and advanced engineering role.  Early on in his career Michael assumed the role of Material Handling Engineer with responsibilities for all Material Handling and Packaging throughout AAM’s North American facilities.  This included responsibilities to develop program budgets and forecasts as well as procuring all necessary packaging and material handling devices. Between 2008 and 2013 Michael has explored opportunities with Cummins Turbo Technologies and Fiat Chrysler Automobiles.  Within these positions, Michael has had the opportunity to become well versed in lean packaging and lean material display strategies to optimize the operator’s productivity and efficiency. Upon returning to AAM, Michael has been appointed Senior Value Stream Engineer for the North American Driveline Business Unit.  In this role Michael is responsible for all the Advanced Engineering for new production programs with a specific focus on advanced value stream maps and Non-Value-Added-Activity reduction thru Lean Packaging and Lean Material Display.  Michael has challenged himself to invoke a culture where optimum operator productivity and material delivery driver efficiency can be achieved thru establishing a Lean Methodology in step with the development of new manufacturing programs and product development. Michael holds a Bachelor of Science degree in Industrial Technology.  He is the last in line from a large family of proud Purdue Boilermaker alum.

Title: Material Flow & Packaging within the Internal Value Stream

One of the most important aspects of advanced or pre-production engineering is the development of a strategy for lean packaging, material flow and part presentation to the operator.  Michael will discuss and provide examples of the various technologies that are available to develop a sound plan for moving material within the internal Value Stream.  In addition, he will provide insight as to what are the most important aspects when making decisions about how to move, store, and package material within the internal Value Stream. 

 

Cara Curtland

HP, Inc.
Strategist, Strategic Planning and Modelling

Cara has been with HP for 16 years. At HP, Cara developed and diffused best practices in inventory management, network design, forecast accuracy, SKU reduction, product planning, manufacturing, and distribution. During her personal time, the Cara spends time with her husband, two sons, and their dog. They enjoy hiking, camping, taekwondo, reading books, travelling, and watching movies together. Cara graduated with both BSIE and MSIC from Purdue University.

Title: Managing Complexity with Analytics and Governance

Cara will provide an overview of how analytics are used in HP’s portfolio management process.  She will review specific strategies that enable SKU reduction while enabling channel segmentation and customer-delighting product differentiation.  She will also discuss how a complexity governance process is as important as the analytics used to support it.

 

Lia Douglas

FedEx Services
Sr. Strategic Solutions Manager

Lia Douglas is part of a team that supports Corporate and Worldwide accounts in the design and implementation of customized logistics solutions. As a supply chain consultant, she is charged with assembling and managing cross-functional teams who work across all aspects of a customer’s business to determine how FedEx can provide unique solutions to issues in their supply chain. The results range from strategy development, global supply chain optimization, mode optimization, direct distribution, network modeling, and system integration that can improve the inbound, outbound, and returns stages of distribution.  The impact of these results are quantified through improvements to various accounting and financial metrics. Prior to this role, Lia held positions in various FedEx departments including Global Sales, Corporate Training, Sales Management, and International Direct Distribution Management. Lia holds an MBA in International Business from Bocconi University in Milan, Italy and is a graduate of Florida International University in Miami, FL. She is fluent in Italian, Spanish, and French.

Title: Analysis & Modeling- Quantifying the Value of a Supply Chain Solution

Headquartered in Memphis, TN FedEx Corporation provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce and business services. With annual revenues of $45 billion, the company offers integrated business applications through operating companies competing collectively and managed collaboratively, under the respected FedEx brand. Consistently ranked among the world's most admired and trusted employers, FedEx inspires its more than 300,000 team members to remain "absolutely, positively" focused on safety, the highest ethical and professional standards and the needs of their customers and communities. As the supply chain needs and requirements of customers have become more complex, the solutions FedEx provides have become more specialized and sophisticated. There are over 200 products and services in the FedEx portfolio. The combinations of possible solutions are endless. However, these solutions have little relevance unless they are targeted specifically to a customer’s needs and are quantified to show the impact to their bottom line. FedEx Services has developed a simple yet effective formula to calculate the value of the solutions we design in terms of revenue, cost, and assets.  We have built online application tools to standardize the calculations, show the results, and collect all the examples in a database easily accessible and replicable by our team members.

 

Larry Hanson

Cummins, Inc.  
Director - Manufacturing Functional Excellence

Larry has 28 years of cross-functional manufacturing experience with Cummins. He has served the company in Manufacturing Engineering Project Management, New Product Introduction, New Plant Startups and Shop Operations Leadership within Engine Assembly, Test & Paint. Additionally, he has years of General Manager Experience, including Profit & Loss Responsibility, Facilities, Security, Real Estate, and Corporate Support Roles. Currently, he is responsible for driving common approach methods across 20 engine plants. Larry has also been involved in campus recruiting for the manufacturing function and the Manufacturing Development Program for 12 years. He serves as a talent scout on his recruiting team and is a mentor for several new hires. Larry holds a Master of Business Administration degree in Operations Management from Indiana University, Bloomington and earned his Bachelor of Science in Mechanical Engineering from University of Illinois, Champaign.

Title: Journey of Data Analytics at Cummins

Cummins Inc., a global power leader, is a corporation of complementary business units that design, manufacture, distribute and service engines and related technologies, including fuel systems, controls, air handling, filtration, emission solutions and electrical power generation systems. Headquartered in Columbus, Indiana, (USA) Cummins employs approximately 46,000 people worldwide and serves customers in approximately 190 countries and territories through a network of more than 600 company-owned and independent distributor locations and approximately 6,500 dealer locations. Cummins earned $1.48 billion on sales of $17.3 billion in 2013. Besides the company overview, Larry will be providing the journey of Data Analytics at Cummins specifically highlighting how data analytics is leveraged across the company.  In the start-up stage since 1919, Cummins was profiled as a technology company and later moved on to a technology and manufacturing company. The company implemented Six Sigma in the 2000’s which drove the significant cost savings. In 2010s, the company transformed itself to an integrated supply chain company, while maintaining product technology and manufacturing as core competencies. As the growth of the company and presence in global markets, the supply chain becomes dynamic and complex. Data analytics plays a significant role in the Cummins Business Model. Data analytics is utilized as a tool to transform raw input data to useful informational output in order to improve the customer service and achieve higher level of the company’s KPIs.

 

Sean P. McCreave

FedEx Services
Manager, Business Support and Analytics

Sean McCreave leads a team of FedEx business professionals who have developed analytic tools to meticulously measure current and future supply chain performance in quantifiable terms. The Business Support and Analytics organization is an industry leader in delivering analytic solutions for complex global supply chain performance for Fortune 500 companies around the globe.  His highly skilled team of professionals provides comprehensive supply chain analysis and cost modeling using state-of-the-art network and transportation modeling tools.  By evaluating historical supply chain data and business requirements they are able to design and recommend best-in-class solutions for businesses around the world. FedEx Business Support and Analytics also provides design, forecasting and planning for FedEx holiday and peak planning, and are instrumental in providing the corporation the information necessary to maintain on-time performance when volumes have the capability to push global systems capacity. Since joining FedEx, Sean has been a contributor in the development of global customer focused solutions through the power of analytics and is a member of the eCommerce Center for Excellence. His team leverages the FedEx portfolio of operating companies to provide end-to-end business solutions that connect companies and their customers to over 220 economic markets throughout the world. Sean is an active member in his community, a frequent speaker on topics including optimizing global supply chains and leveraging analytics for better supply chain performance.  He earned his Bachelor of Science degree in Mechanical Engineering from the University of Mississippi.

Title: Analysis & Modeling- Quantifying the Value of a Supply Chain Solution

Headquartered in Memphis, TN FedEx Corporation provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce and business services. With annual revenues of $45 billion, the company offers integrated business applications through operating companies competing collectively and managed collaboratively, under the respected FedEx brand. Consistently ranked among the world's most admired and trusted employers, FedEx inspires its more than 300,000 team members to remain "absolutely, positively" focused on safety, the highest ethical and professional standards and the needs of their customers and communities. As the supply chain needs and requirements of customers have become more complex, the solutions FedEx provides have become more specialized and sophisticated. There are over 200 products and services in the FedEx portfolio. The combinations of possible solutions are endless. However, these solutions have little relevance unless they are targeted specifically to a customer’s needs and are quantified to show the impact to their bottom line. FedEx Services has developed a simple yet effective formula to calculate the value of the solutions we design in terms of revenue, cost, and assets.  We have built online application tools to standardize the calculations, show the results, and collect all the examples in a database easily accessible and replicable by our team members.

 

Sean Anderson

IBM, Inc.
Senior Procurement Manager

Sean Anderson is currently a Senior Procurement Manager in IBM's Services and General Procurement organization. In his current role, Sean supports IBM's Global Service organization by ensuring business unit strategies and operations align with the procurement organization and IBM's extended supply base.  He has worked for IBM since 2004 and has held various positions across IBM's supply chain in areas such as Manufacturing, Strategy, Supply Demand Planning, Procurement and Sales Operations. He has particular expertise in strategic planning, financial and data analysis and, project management and has leveraged these skills in leading large global projects and teams within IBM's Global Supply Chain division.  Prior to working for IBM, Sean was a Credit Analyst at Wachovia Bank in North Carolina. Sean graduated with an degree in Finance from Marquette University and a Masters in Business Administration from Purdue University. Sean lives in Rochester, MN with his wife and three daughters, and enjoys spending time with his family, playing sports and enjoying the Minnesota outdoors.

Title: Smarter Supply Chain – Innovative Use of Analytics in IBM Supply Chain to Drive Business Value

Abstract:

 

Gary Smith

Caterpillar, Inc.
LEC Supply Chain Manager

Gary Smith is currently the Supply Chain Manager for Caterpillar’s Lafayette, Indiana Large Engine facility and is responsible for leading all supply chain activities including strategic process transformation, supply chain planning, material requirements management, inventory management, demand and orders management, supply chain performance and logistics, and ensuring linkage between process planning and execution. Gary has a Bachelor Degree in Electrical Engineering from Rose‐Hulman Institute of Technology and an MBA from Lewis University. Gary has extensive experiences in order‐to-delivery processes at various Caterpillar facilities as well as 6 Sigma and Lean continuous improvement processes and operating principles.

Title: Logistics Cost Analytics

The complexity and multiple moving parts of modern Supply Chains supporting typical manufacturing environments - with all the associated sources of variation and worldwide supplier sourcing strategies - make modeling and forecasting logistics costs and cash flows extremely complicated.  A supply chain supporting multiple product lines, non-standard configurations of product offerings, and varying manufacturing production rates within the same environment can make the challenge seem even more overwhelming.  However, business planning functions require that the cash flows be reasonably understood and predicted in order to meet overall business commitments.  Gary will discuss a process utilized and challenges encountered to find relevant correlations to develop a simplified cost model for freight cost forecasting for a complex supply chain environment.

 

Matthew Van Hoosier

Evonik Industries
Director Supply Chain

Matt VanHoosier is the Director of Supply Chain for Evonik Industries at the Lafayette, IN site.  The Lafayette site is a contract pharmaceutical manufacturing site for Evonik.   In this role Matt is responsible for overseeing the production planning, forecasting, and new business proposal functions at the site in addition to being responsible for the warehouse and logistic operations at the site.    Prior to this role he held various plant manager roles in pharmaceutical manufacturing operations at the Lafayette site.  Matt has over 20 years of manufacturing experience in different leadership roles across multiple industries including petrochemical, specialty chemical, and pharmaceutical industries.  Matt has a BS degree in Chemical Engineering from Rose-Hulman Institute of Technology and an MBA from Indiana Wesleyan University.

Title: Balancing Probabilities & Uncertainties for Long Term Forecasting

The pharmaceutical industry has changed dramatically in the last decade as big pharma has shifted their manufacturing strategies from owning the manufacturing assets to utilizing contract manufacturing organizations to outsource manufacturing.  Evonik Industries is a multinational company based in Germany that is involved in multiple different chemical manufacturing platforms, with one being contract pharmaceutical manufacturing. As the pharmaceutical industry has changed and more contract manufacturers enter the market how business planning and forecasting is done has had to change also.  Drug development and commercialization is a high risk/high reward endeavor.  The different levels of risk, reward, and uncertainty must be accounted for and considered in short and long term business planning.