1. 6. How to optimize effectiveness in the fashion supply chain: DHL’s solutions and involvement in the Fashion industry and suppliers
1.1. Nicolas Moúze
1.1.1. Commercial Director
1.1.2. DHL
1.1.3. Iberia
1.2. DHL & fashion
1.2.1. logistics partner for fashion week
1.2.2. hubs in world
1.3. solution for optimization
1.3.1. 1s choice fashion industry
1.3.2. give support
1.4. ecommerce EU
1.4.1. home delivery
1.4.2. drop off point
1.4.3. pack station
1.5. conclusions
1.5.1. reduce cost
1.5.2. end to end value
2. Q&A
2.1. cont replenish ment costs
2.1.1. carrying cost
2.1.1.1. need collab
2.1.1.1.1. to run it down
2.2. where are we going?
2.2.1. near term
2.2.1.1. china > bangladesh
2.2.1.1.1. New node
2.2.1.2. vietnam
2.2.1.2.1. no viable
2.2.1.3. cambodja
2.2.1.3.1. no viable
2.2.2. alternative to china
2.2.2.1. space
2.2.2.2. agricult > industry
2.2.2.3. only place
2.2.2.3.1. central africa
2.2.2.4. watch at lead indicators
2.2.2.4.1. textiles
2.2.2.4.2. position of textile there will be the place
2.2.3. near sourcing is attractive
2.2.4. driver low cost nickle en dimes
2.2.5. holistic SC
2.2.5.1. LA is closer to where you sell
2.2.5.2. rapis replenisment
2.2.5.3. demand signal
2.2.5.4. only a week laad time
2.2.5.5. driver
2.2.5.5.1. nickel dime
2.2.5.5.2. short lead time
2.2.5.5.3. oil prices
2.2.5.5.4. where are the real cost
2.2.6. forcus on tim to consumer
2.3. fast fashion
2.3.1. recycle
2.3.2. collect cutting loses
2.3.2.1. 85% is used
2.3.2.2. 15% not
2.3.3. water costs are high for cotton
2.3.4. has conflict with environ
2.3.5. model: buy new stuff
2.3.5.1. no sells no money
2.3.6. sust?
2.3.6.1. sust thru the chain
2.3.6.1.1. wool mixex with chems
2.4. consumer wants fast fashion
2.4.1. how to make it sust
2.4.2. consumers want it now in huge choice
3. 5. New eBiz Developments - one language for faster supply chains
3.1. Andreas Schneider
3.1.1. Managing Partner
3.1.2. GCS Consulting
3.1.3. Germany
3.2. Mauro Scalia
3.2.1. Project Manager
3.2.2. EURATEX
3.2.3. Belgium
3.3. system
3.3.1. erp
3.3.2. etc
3.3.3. example gerry webber
3.3.3.1. has 60 it system
3.3.3.2. to much
3.3.4. trade of complexity vs specilization
3.4. SCM IT
3.4.1. upstream
3.4.1.1. goods
3.4.1.2. info
3.4.1.3. money
3.4.2. downstream
3.4.3. specilization vs complexity
3.5. germany where hit by
3.5.1. zara
3.5.2. h&m
3.6. develop standards
3.6.1. same language is key
3.6.1.1. processes
3.6.1.1.1. business
3.6.1.1.2. technology
3.6.2. speak same language
3.6.3. GS1
3.6.3.1. cluster bus. models
3.6.4. mgn vertical buss models
3.6.5. 1 toolbox for whole SC
3.6.5.1. define stnd processes
3.7. 100% digital process > 20% saving
3.7.1. organize it
3.7.2. global stnds
3.7.3. build a basis
3.7.3.1. ie product recall
3.8. echange data in harmonized way
3.8.1. stop ie using faxes
3.8.2. digital comms
3.9. ebiz TCF
3.9.1. bus processes
3.9.2. models for documents
3.9.3. product identification
3.9.4. reference architecture
3.10. key mgmt task
3.10.1. adverising the system
3.10.2. forward preso
4. 4. Fashionomics: The new economics of Fashion
4.1. Bob McKee
4.1.1. Fashion Industry Strategy Director
4.1.2. INFOR
4.1.3. USA
4.2. intro
4.2.1. we all say the same stuff
4.2.2. fashion bus. model needs to change
4.2.3. wait till it 50%, at 70% off then consumer will buy
4.2.4. no1 cost is fashion value chain
4.2.4.1. cost of mark downs
4.2.4.2. supplier > retailer problem
4.3. industry
4.3.1. pressure
4.3.2. cons pay less
4.3.3. supp charge more
4.3.4. issues
4.3.4.1. bad environ
4.3.4.2. reg & law issues
4.3.5. do things differnely
4.3.5.1. collab
4.4. unit cost
4.4.1. fabric price increases
4.4.2. oil incr
4.4.2.1. synthetic
4.4.2.2. machines
4.4.3. hedging for costs
4.5. commodity
4.5.1. open market
4.5.2. fear for overflooding land
4.6. devaluation of RMB
4.7. economies
4.7.1. esprit example
4.7.1.1. the made profit
4.7.1.2. less then expected by analist
4.7.1.3. value went down
4.7.2. macys
4.7.2.1. lay of 20000 people
4.7.2.1.1. no consumers
4.7.2.2. stock price up
4.7.3. shocks
4.8. global industry
4.8.1. lead industrial revolution
4.8.2. UK > USA
4.8.2.1. UK: regulation issues
4.8.2.2. USA: got tired
4.8.2.3. pushed to Asia
4.8.3. Japan
4.8.4. Taiwan
4.8.5. Korea
4.8.6. Singapore
4.8.7. Thailand
4.8.8. Honk Kong
4.8.9. China
4.9. China
4.9.1. normal ec evolution
4.9.2. cost of labor up
4.10. listen to consumers
4.10.1. partner thru value chain
4.10.2. know down barriers
4.11. fashionomics
4.11.1. social networking
4.11.2. http://www.threadless.com/
4.11.2.1. social community
4.11.2.2. that woudl look good on a shirt
4.11.2.3. they vote on designs
4.11.2.4. then prodcuced
4.11.2.5. no design costs
4.11.2.6. no risks except size
4.11.2.7. succesful
4.11.2.8. next thing
4.11.2.8.1. flavoured tea
4.12. use socialnetnetworking
4.12.1. honestly
4.13. mission
4.13.1. focus on changes
4.13.2. buyers do jobs
4.13.3. bus. model
4.13.4. buyers with 40% efficient is not good
4.13.5. shorten time
4.13.6. supply to value chain
4.13.7. listen to consumer
4.13.7.1. supply wat they want
5. 3. high end of tailor womens wear
5.1. 3. Jan Hilger
5.1.1. Director Operations Formalwear
5.1.2. ESCADA
5.1.3. Germany
5.2. sourcing
5.2.1. go east
5.2.2. end up in EU again
5.3. just-style.com
5.3.1. era of cheaper garments is over
5.3.2. david birnbaum
5.3.3. 2025 80% of major apparel come from 20 large groups
5.4. win win
5.4.1. large / small
5.5. premium luxury is
5.5.1. 4% volume
5.5.2. 8% of value
5.6. fabric comes from italy
5.6.1. few fact closed down
5.6.2. less player
5.6.2.1. innov go down
5.7. issue
5.7.1. secure know how
5.7.2. high complexity
5.7.3. luxury indust is pain in the ass
5.8. unhealthy competition
5.9. work together
5.9.1. 10 woman wears companies
5.9.1.1. larger volume
5.9.2. sharing ideas
5.9.3. networks
5.9.4. info and connection
5.10. high end fashion cluster
5.10.1. put brains together
5.10.1.1. clothing technician
5.10.1.2. checks on brands
5.10.2. people talk to eachother
5.11. synergies
5.11.1. innovation pool
5.11.2. ship together etc
5.12. collabortation
5.12.1. a solution to tackle
5.12.2. if you cant dream you cant do it
6. 2. Expanding Sourcing Strategies Beyond the Low Cost Needle
6.1. Kurt Cavano
6.1.1. Founder, Chairman and Chief Strategy Officer
6.1.2. TradeCard, Inc.
6.1.3. USA
6.2. intro
6.2.1. started in 1999 Tradecard
6.2.1.1. came from tech space
6.2.1.2. went to apparel space
6.2.2. SC tech to revolutionize sourcers
6.3. economy
6.3.1. global ec is strugglin
6.3.2. chinese garment ass.
6.3.2.1. they have a an inventory of 3 years for domestic china!
6.3.3. fast fashion
6.3.3.1. sust & green
6.4. supplier challenges
6.4.1. diff communicating
6.4.2. etc.
6.5. low cost needle
6.6. eliminate days & dollars from SC
6.6.1. solution look at tools
6.6.1.1. compress way
6.6.1.1.1. supplies
6.6.1.1.2. buyers
6.7. cycle time
6.7.1. a week less increase margin by 12%
6.7.2. sign dolard value form every week out of SC
6.8. find ways on stripping away costs
6.9. cases
6.9.1. columbia
6.9.1.1. produce fleece
6.9.1.1.1. is big
6.9.1.1.2. needed a new warehouse
6.9.1.2. direct ship to retailers
6.9.1.3. everybody profts
6.9.2. bauer
6.9.2.1. personaize hockey sticks in china
6.9.2.2. ship them to use
6.9.2.2.1. split and deliver it directly
6.9.3. my addidas
6.9.4. belk
6.9.4.1. diff sizes based on geography
6.9.4.2. get right sizes
6.9.4.3. connect buyer with factory
6.9.5. guess
6.9.5.1. early payment programme
6.10. savings in SC
6.10.1. set of partners
6.10.2. use tech
6.10.3. benefit for all
7. 1. Countering Supply Chain Challenges with a cloud-based IT-system
7.1. Guido Brackelsberg
7.1.1. Managing Director
7.1.2. Setlog GmbH
7.1.3. Germany
7.2. intro
7.2.1. is it all about price?
7.2.1.1. yes but
7.2.1.2. TCO
7.2.1.3. it side
7.2.2. next step
7.2.2.1. optimising proccesses
7.2.2.2. lots of bilateral relationships
7.3. global supply chain
7.3.1. share workflow with all partners
7.3.2. integrate everyone
7.4. global supply chain integration
7.4.1. software is as good as it is being used
7.4.2. partners are part of supply chain
7.4.3. collab platfrom
7.4.3.1. if partners see benefit
7.4.3.2. they use it
7.4.4. everyone in value chain will integrate
7.5. ecological sust
7.5.1. case basler
7.5.1.1. intgerate supplier
7.5.1.2. no
7.5.1.2.1. xls
7.5.1.2.2. mails
7.5.1.3. achievements
7.5.1.3.1. CO2 reduction 45%
7.6. economic sust
7.6.1. tom tailor
7.6.1.1. shorten lead times
7.6.1.2. if i not make a sale im not making money
7.6.2. lot of efficiencies possible
7.7. social
7.7.1. lots of sourcing countries are muslim
7.7.2. integrate them
7.8. summary
7.8.1. economic
7.8.2. ecologica;
7.8.3. social
7.8.4. there an be fat out
7.8.4.1. internet tech can help do that
8. info
8.1. welcome to the live mind mapping stream
8.2. Mind Mapped by Alexis van Dam from Connection of Minds
8.3. This mind map will be live updated during the keynotes and forum
8.4. What is a mind map? please click
8.5. contents will be noted in main and subtopics
8.6. this mind map can be viewed on a mobile device
9. topics
9.1. sourcing developments
9.2. integrated planning
9.3. logistics
9.4. cost cutting
9.5. sustainability
10. moderator
10.1. Paulo Nunes de Almeida
10.2. Ex-ATP President
10.3. AEP Foundation President
10.4. Portugal
10.5. intro
10.5.1. huge pleasure to be here
10.5.2. entrepreneur in textile
10.5.3. general way of doing business
11. keynote speaker
11.1. Dr. Harry Lee
11.1.1. Chairman
11.1.2. TAL Apparel Limited
11.1.3. Hong Kong
11.2. intro
11.2.1. how to create value in supply chain
11.2.2. late 1990s
11.2.2.1. buyer can buy form country supplier/ factory
11.2.2.2. quote premium
11.2.2.3. move to china
11.2.2.3.1. cheaper
11.2.2.3.2. more capacity
11.2.3. china
11.2.3.1. land cost low
11.2.3.1.1. collect more taxes then from farmers
11.2.3.1.2. factories located 1-2 hrs from Hong Kong
11.2.3.2. retailers
11.2.3.2.1. cost of goods decreases
11.2.3.2.2. most retailers
11.3. recent years
11.3.1. china
11.3.1.1. wages increase by 20%
11.3.1.2. appreciation of RMB
11.3.1.3. hard to find labour
11.3.1.4. cost increase
11.3.2. retailer
11.3.3. supplier
11.3.3.1. close business
11.3.3.2. move to lower price country
11.3.4. China
11.3.4.1. higer cost
11.3.4.2. good infrastructure
11.3.4.3. good mgmt
11.3.4.4. value added services
11.3.5. moving to 3rd worl country
11.3.5.1. longer
11.3.5.1.1. fabric trim
11.3.5.1.2. production lead time
11.3.5.1.3. shippign time
11.3.5.2. less wel etsbalished mgmt
11.3.5.3. good: lower ex factory cost
11.4. apparel
11.4.1. apparel trade
11.4.1.1. first cost may not be best choice
11.4.2. SKU itensity
11.4.2.1. color
11.4.2.2. size
11.4.2.3. style
11.4.2.4. fabric
11.4.2.5. example gillett
11.4.2.6. apparel trade
11.4.2.6.1. SKU intensity
11.4.2.6.2. huge mark downs
11.4.3. soft $
11.4.3.1. material cost
11.4.3.2. prod cost
11.4.3.3. inventort
11.4.3.4. operation
11.4.3.5. sg&a
11.4.3.6. marked down
11.4.3.7. profits
11.5. cases
11.5.1. case 1
11.5.1.1. world leading branded garment wholesaler
11.5.1.2. objective
11.5.1.2.1. shorted leadtime
11.5.1.2.2. imp service level
11.5.1.2.3. inc inventory turn
11.5.1.2.4. mgd score card
11.5.1.3. replenisment time
11.5.1.3.1. 150 to 60 days
11.5.1.4. benefit
11.5.2. case 2
11.5.2.1. clicks & mortar
11.5.2.1.1. non iron shirt
11.5.2.2. objective
11.5.2.2.1. 50% jump in business
11.5.2.3. partnerships
11.5.2.4. replenisment
11.5.2.4.1. shorten leadtime
11.5.2.4.2. mgn sizes
11.5.2.5. result
11.5.2.5.1. inventory turns
11.5.2.5.2. in stock rate
11.5.2.5.3. weekof supply
11.5.2.5.4. better plan from supply side
11.5.3. case 3
11.5.3.1. read & react
11.5.3.2. better forecast
11.5.3.2.1. save money
11.6. SKY intensity
11.6.1. SCM
11.6.1.1. incr sales
11.6.1.2. decr mark downs
11.7. economic environ
11.7.1. slow economy
11.7.1.1. us
11.7.1.2. eu
11.7.1.3. china
11.7.2. diff t make profit
11.8. SCM
11.8.1. 20 years now
11.8.2. few succes cases
11.8.2.1. why
11.8.2.2. obstacles buyer side
11.8.2.2.1. 1st prio
11.8.2.2.2. 2nd prio
11.8.2.3. manuf side
11.8.2.3.1. lowest corst to customers
11.8.2.3.2. schedule production
11.8.2.3.3. quality
11.8.2.3.4. human rights
11.8.2.3.5. environmental
11.8.3. succesful in SCM?
11.8.3.1. buyer side
11.8.3.2. common goal
11.8.3.2.1. buss model
11.8.3.3. GMROI
11.8.3.3.1. gros marging ROI
11.8.4. how to align with supply
11.8.4.1. communicate
11.8.4.2. setup goals
11.8.4.3. score cards
11.8.4.4. award order to better perform
11.8.5. entire SC
11.8.5.1. suppliers
11.8.5.2. common goals: service cust better
11.8.6. strong parnership
11.8.6.1. perfect rel.ship
11.9. commitment from the the top
11.10. conclusion
11.10.1. alternative
11.10.2. SCM can save 1/3 of FOB
11.10.3. SCM can prod better fin results