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  • 10 Aug 2022 1:28 AM | Anonymous

    The Australasian Supply Chain Institute (ASCI) Board is pleased to announce the appointment of Allison Fox and Nirmani Amerasinghe as our new Directors from 7th August 2022. Allison will also serve as the Treasurer for the organisation.

    “We are delighted to appoint Allison and Nirmani as Directors. Their experience across supply chain, commercial operations, quality management and customer experience transformation will bring great strength to our organisation. It is exciting for ASCI as we focus on delivering great member experience.  Dr Tom Janoshalmi, Chair of the ASCI Board said.

    As Directors, Allison and Nirmani will provide leadership to our initiatives to drive excellence in customer experience and offering professional recognition and development opportunities to its member community. 

    Allison Fox has been a member of the Boston Scientific Australia and New Zealand Senior Leadership team for more than 4 years as Director, Supply Chain and Commercial Operations ANZ where she was responsible for developing a high-performing team, building trusted partnerships with the commercial teams and operational improvements, capability and scale across supply chain, capital equipment and technical services, customer care and salesforce.com. Allison was recently appointed to Director APAC Project Management, joining the APAC Regional Leadership team at Boston Scientific where will she lead a team of project managers enabling acceleration, and providing governance and transparency on regional strategic projects. Before joining Boston Scientific, Allison was Director of Business Operations at the Medical Technology Association of Australia (MTAA), where her responsibilities included Company Secretary, Board Secretary, strategic planning, and membership engagement. Allison has also held senior roles at Varian Medical Systems and BOC South Pacific. Allison holds an MBA from the Australian Institute of Business.


    Nirmani Amerasinghe has over 9 years of experience in quality management and continuous improvement for end-to-end Customer Experience Transformational projects. She has worked closely in the past three years on Supply Chain Customer Experience Transformations and is a strong advocate of agile and lean principles. Nirmani is currently the director of customer experience for the pacific zone for Schneider Electric looking after front-end and supply chain CX transformations. She holds a bachelor’s degree in Business and Commerce and has done multiple leadership programmes with INSEAD and is a lean six sigma black belt practitioner. She is particularly interested in the development and deployment of process / service optimization projects using lean six sigma, data analysis, design thinking, customer journey mapping and agile principles to deliver excellent customer and service experience across organisations.

    “The expansion of the ASCI Board is an indication of the ASCI’s commitment to serve and grow its member community and corporate partners over the coming years. We look forward to working with Allison and Nirmani to further strengthen ASCI position as a respected professional industry body and drive engagement with its members and corporate partners.” Dr Pieter Nagel, Chief Operating Officer of ASCI said.

    Contact: Inderjeet Virdi, Secretary/Director ASCI Board email: secretary@asci.org.au



  • 8 Aug 2022 8:59 PM | Anonymous


    The ASCI Board has announced the appointment of Dr Pieter Nagel as the ASCI's Chief Operating Officer (COO). The new leadership role is focussed on driving excellence in customer experience and offering professional recognition and development opportunities to its member community. 

    “Dr Nagel’s appointment brings a wealth of experience to ASCI’s operations and supports our goal of becoming the first organisation to offer a supply chain-related professional accreditation scheme.  The Board is confident that Dr Nagel will be able to realise the operational excellence that ASCI requires to reach its next level of success.” Dr Tom Janoshalmi, Chair of the ASCI Board said.

    Dr Pieter Nagel is a highly qualified Logistics, Procurement, and Supply Chain Management professional with more than three decades of commercial, industrial, and academic experience within diverse industries, as well as government and education sectors in Asia Pacific, Europe, South Africa, and Australia. Dr Nagel has been instrumental in developing and implementing the ASCI Professional Accreditation Scheme, which aims to provide professional recognition to individuals.

    “I am excited to strengthen ASCI’s position as a respected industry body in the supply chain domain and to offer a range of professional development opportunities and work with ASCI community including individual members and corporate partners.” Dr Nagel said.

    The ASCI Board looks forward to a continued partnership with Dr Nagel.


  • 9 Jun 2022 9:43 AM | Anonymous


    ASCI's last newsletter for 2022 is now out!

    Our last newsletter for the year shares ASCI's news - read it now!

  • 7 Jun 2022 10:14 PM | Anonymous

    by Gary Pearce, ASCI ACT Chapter President and ASCI ILS College Secretary

    This article is Part B of a 3 part series. Read Part A now.

    What is ILS - Part A introduced the ILS Elements, as illustrated right with the through-life support disciplines relationship. The ILS Elements include all those functions and resources necessary to ensure that each Mission System can be, and contribute to be, effectively supported while in service. These can be seen from the following functions and descriptions. ILS activities associated with the elements are based on considerations, identification, processes, and not on physical day-to-day services.

    The ILS Elements are briefly as:

    • Engineering Support (also referred as Design Interfaces) - ILS activities encompass all of the considerations necessary to ensure that the required Engineering Support capability is implemented, maintained, and modified when required. These activities are undertaken to ensure that suitable engineering and design management services are able to be provided, as and when required, throughout the life of the Materiel System. The ILS discipline may utilise certain engineering services (e.g., maintenance requirements determination, configuration management, RAM, etc) to implement or change the Support System; it typically encompasses the Logistic Support Analysis (LSA) processes however, ILS does not include the provision of day-to-day engineering services.
    • Maintenance Support (also referred as Maintenance Planning) - ILS activities encompass all of the considerations necessary to ensure that the required Maintenance Support capability is implemented, maintained, and modified when required. These activities are undertaken to ensure that suitable maintenance services are able to be provided, as and when required, throughout the life of the Materiel System. The ILS discipline may utilise certain maintenance services (e.g., to incorporate modifications to equipment) to implement or change the Support System; however, ILS does not include the provision of day-to-day maintenance services.
    • Supply Support – ILS activities encompass all of the considerations necessary to ensure that the required Supply Support capability is implemented, maintained, and modified when required. These activities are undertaken to ensure that suitable supply services are able to be provided (e.g., warehousing services), as and when required, throughout the life of the Materiel System. The ILS discipline may utilise certain supply services (e.g., for the delivery of Support Resources) to implement or change the Support System; however, ILS does not include the provision of day-to-day supply services.
    • Training Support - ILS activities encompass all of the considerations necessary to ensure that the required Training Support capability is implemented, maintained, and modified when required. These activities are undertaken to ensure that suitable training services are able to be provided, as and when required, throughout the life of the Materiel System. The ILS discipline may utilise certain training services (e.g., for the delivery of initial and/or conversion training) to implement or change the Support System; however, ILS does not include the provision of day-to-day training services. It encompasses all the considerations necessary to provide all applicable personnel (Service, Defence Civilian & Contractor) with the skills necessary to acquire, operate, support and dispose of the capability/system.
    • Packaging, Handling, Storage and Transportation (PHS&T) – ILS activities encompasses all considerations necessary to enable PHS&T resources and services to be provided so that a new or modified Materiel System is able to be operated and supported throughout its life. PHS&T services are managed and delivered through the Supply Support capability.
    • Facilities - ILS activities encompass all of the considerations necessary to ensure that the facilities needed for the operation, support, and disposal of the Mission System and Support System Components, are provided throughout the life of the Materiel System.
    • Support and Test Equipment (S&TE) (also referred as Support Equipment) - ILS activities encompass all of the considerations necessary to ensure that the S&TE needed for the operation, support, and disposal of the Mission System and Support System components is provided, as and when required, throughout the life of the Materiel System.  This includes identification of handling equipment (forklifts, trolleys, lifting devices, etc), tools, metrology (measurement devices) and calibration equipment, test equipment and automated test equipment, and diagnostic software for support equipment maintenance.
    • Personnel (also referred as Manpower) - ILS activities encompass all of the considerations necessary to ensure that Defence and/or contractor personnel are available, when, where and with the skills needed, to operate, maintain, train, store, handle, control, supply, project manage and dispose of the Mission System and Support System components throughout the life of the Materiel System. This element has interactions with every other ILS element. Personnel often represent the single largest LCC contributor, particularly in the in-service phase.
    • Technical Data (also referred as Technical Publications/Documentation) - ILS activities encompass all of the considerations necessary to ensure that the appropriate data and information is competently managed and available, when, where and in the form required, for the operation, support, and disposal of the Mission System and Support System Components throughout the life of the Materiel System. Technical Data comprises all technical information of a scientific, technical and engineering nature relating to the capability/system. Technical data includes all forms of specifications, standards, engineering drawings, instructions, reports, manuals, tabular data, test results and software documentation, used in the development, acquisition, production, in-service operation and logistics support (such as maintenance, supply support, codification, testing and modification), and disposal of a materiel system. Includes data exchange transfer requirements.
    • Computer Support (also referred as Software Support) - ILS activities encompass all of the considerations necessary to ensure that the required Computer Support (Software Support) capability is implemented, maintained and modified when required. These activities are undertaken to ensure that suitable Software Support services, for embedded Mission System and Support System software and firmware, are able to be provided, as and when required, throughout the life of the Materiel System. Software Support services are managed and delivered through the Engineering Support capability.
    It also includes Logistic Information Management Systems (LIMS), ILS activities encompass all of the considerations necessary to ensure that LIMS are implemented, maintained and modified when required. These activities are undertaken to ensure that suitable LIMS and LIMS services are able to be provided, as and when required, throughout the life of the Materiel System. While ILS activities consider the provision of LIMS and LIMS services, ILS does not include the provision of day-to-day services.

    Key Core Through-Life Support Disciplines that support/assist ILS Decisions:

    • Logistics Support Analysis (LSA) / Record (LSAR)
    • Systems Engineering (SE)
    • Reliability, Availability, Maintainability (RAM)
    • Failure Modes, Effects & Criticality Analysis (FMECA)
    • Failure Modes & Effects Analysis (FMEA)
    • Reliability Centred Maintenance (RCM)
    • Level Of Repair Analysis (LORA)
    • Technical Data Management (TDM)
    • Verification and Validation (V&V)
    • Life Cycle Costing Analysis (LCCA).

    In addition, ILS interfaces with:

    • Project Management
    • Procurement Management
    • Risk Management
    • Inventory Management
    • Supply Chain Management
    • Safety and Hazard Analysis
    • Human Factors Analysis
    • Trials and Acceptance
    • Configuration Management
    • Quality
    • Environmental Requirements
    • Design Reviews
    • Contract Management.

    In summary ILS Management is the process of planning, directing, controlling, coordinating and monitoring. ILS activities include consideration connected with the ILS/Supported Elements, to maintain ILS integration objectives. ILS activities including considerations associated with ILS.Support Elements ensure ISL integration objectives are achieved.

    In the next article there will be continuing ILS theme howe currently throughout the world in particular Europe and USA, IPS is replacing ILS through the S-Series Specification process, changing of the guard which isn't a huge change. What is IPS, see the next article Part C coming soon.

    ASCI Professional Accreditation Scheme

    ASCI provide individuals with professional acknowledgement and recognition of competence through registration under the scheme. Registration under this scheme provides professional recognition of competence through the confirmation and acknowledgement to the individual and by implication, to the industry, of his/her career achievements against an industry accepted, globally aligned set of standards, on par with other professional disciplines in industry.

    The Author

    Gary Pearce is a retired ILS Practitioner with over 20 years direct ILS experience, and 50 years Defence and Defence Industry experience. He holds a Masters in Management Studies-Logistics (UNSW) and Master of Project Management (USQ). He also has accreditation as a Registered Practitioner ILS (ASCI), Certified Professional Logistician (Transport & Logistics Certification Council) and Certified Associate in Asset Management (Asset Management Council). In addition, he has an Associate Diploma in Engineering (Maintenance)-Electronics (ADF). Gary is currently the ASCI ILS College Secretary and ASCI ACT Chapter President. Previously he was a SCLAA Director and SCLAA ACT Division President.

  • 11 May 2022 1:31 PM | Anonymous

    by Gary Pearce, ASCI ACT Chapter President and ASCI ILS College Secretary

    This article is part A of a 3 part series.

    Australasian Supply Chain Institute (ASCI) has introduced a fourth stream in their supply chain program, that being Integrated Logistics Support (ILS) along with the other three streams, Procurement, Operations and Logistics. The question, what is ILS? There are many descriptions that can answer that, which all are relatable, one definition I like is:

    Integrated Logistics Support (ILS) is the management and technical process through which supportability and logistic support considerations are integrated into the design of a system or equipment and taken into account throughout its life cycle. It is the process by which all elements of logistic support are planned, acquired, tested, and provided in a timely and cost-effective manner.

    ASCI ILS College has a definition:

    Integrated Logistics/Product Support is a set of related disciplines focused on the cost-effective; definition, design, development, delivery, and ongoing operation of a harmonised Support System to specified Products or Product Families.


    What is the origin of ILS? ILS was developed in response to the realisation that United States (US) Defense acquisition programs were often producing complex Materiel Systems that were unreliable, poorly supported and costly throughout their life cycle. This situation was exacerbated by the increasing cost of in-service support for such systems, with costs rising significantly as a proportion of total acquisition costs.

    ILS originated in the 1960s in the US Department of Defense (US DoD) that identified deficiencies in its ability to support military hardware, particularly at a cost affordable to Congress. The need for an integrated approach to logistic support, involving production and through life support, hence Integrated Logistic Support (ILS) was introduced, also called military logistics.  The US DoD saw that without an integrated approach, they were producing ineffective and inefficient support solutions.

    The Australian Defence Organisation adapted ILS during the 1970’s to have applicability during the In-Service Phase (and Disposal Phase) in the recognition that an integrated approach to monitoring and modifying Supportability for the Materiel System will ensure that the best balance between LCC and operational and preparedness requirements continues to be maintained.

    ILS should be applied to ensure that supportability considerations influence the concept and design of an item and to ensure that logistic support arrangements are consistent with the design and each other throughout the item’s life.

    The successful application of ILS will result in a number of customer and supplier benefits. For the customer, these can include increased satisfaction, lower logistic support costs, greater availability and lower life cycle costs. For the supplier, benefits can include lower logistic support costs, a better and more saleable item with fewer item modifications due to supportability deficiencies.

    My experience in ILS is largely in Defence, therefore this article Defence centric. Can ILS be used in non-Defence environments, of course it can, industry and organisations have fleets of trucks, vehicles, forklifts, buses, trains, aircraft ferries, plus machinery, manufacturing facilities, information and communications technology (ICT), infrastructure, etc, just to mention a few.

    By using the processes, principles and functions of ILS, non-Defence companies can achieve the same benefits, that is efficiencies and effectiveness over the life of their equipment/systems. Where Defence gets real benefit from ILS, which includes technical integrity, is capability support over its life, referred as life of type, which can be in-service from 10 years up to 40 years.

    Imagine what could occur if a forklift or an ICT was kept in-service for up to 40 years without recognised/proper processes, sounds frightening doesn’t it. Later in a follow-up article a term called Integrated Product Support (IPS) will briefly be discussed, and how it is replacing ILS, to the point IPS fundamentally has the same functions and processes.

    ILS objectives

    ILS should ensure that:

    • logistic support considerations are integrated into item design at a very early stage in the design process – preferably at the concept stage
    • logistic support arrangements are developed that are consistently related to design (including intended use and intended environment of the item) and to each other
    • the necessary logistic support is provided at the beginning and during customer use and disposal at optimum cost
    • improvements are allowed to be made in the logistic support of an item throughout its life
    • to support necessary modifications; for example, changes required to deal with obsolescence.

    Elements of ILS

    The management framework of ILS is divided into key elements known as ILS Elements or Support Elements. Throughout the world the number of these elements vary, however in reality they all have a strong relationship, countries such as the USA and UK have variants of the elements. As an example, the ADF has ten key elements, shown in the figure below, which are those factors to ensure materiel can be supported whilst in service.

    The individual elements contain a number of specific responsibilities within the acquisition and sustainment environment. It should be noted that each element has a strong association with other elements, and are ineffective on their own hence the word ‘Integrated’.


    In the early 2000’s the ADF’s acquisition and sustainment organisation, known then as the Defence Materiel Organisation (DMO), today the Capability Acquisition and Sustainment Group (CASG) introduced a variant of the ILS Elements referred to as the five Support System Constituent Capabilities (SSCC), which are overlaid in the above figure.

    The reasoning behind this was the prime focus on the Materiel System. The Materiel System is a composite of equipment, skills and techniques capable of performing or supporting an operational role, or both and is the combination of the Mission System and the Support System.

    The ILS Elements of Engineering Support, Maintenance Support, Supply Support, and Training Support map directly into the SSCC’s having the same names and functions. The other six ILS Elements are ‘product-based’ support elements, also referred as resource/enabler elements, map into each of the SSCC’s because these product elements are integral to the ability of each SSCC to perform its function and deliver services.

    The fifth SSCC, Operating Support, delivers services for the operation of the Mission System, or directly enables the Mission System to be operated in its intended role.  Although Operating Support is an SSCC, it is not an ILS/Support Element because it does not have a logistic outcome; rather, it has an operational outcome.

    The ILS Elements include all those functions and resources necessary to ensure that each Mission System can be, and contribute to be, effectively supported while in service. These can be seen from the following functions and descriptions. ILS activities associated with the elements are based on considerations, identification, processes, and not on physical day-to-day services.

    To be continued...Part B and Part C to be released as a series.

    ASCI Professional Accreditation Scheme

    ASCI provide individuals with professional acknowledgement and recognition of competence through registration under the scheme. Registration under this scheme provides professional recognition of competence through the confirmation and acknowledgement to the individual and by implication, to the industry, of his/her career achievements against an industry accepted, globally aligned set of standards, on par with other professional disciplines in industry.

    The Author

    Gary Pearce is a retired ILS Practitioner with over 20 years direct ILS experience, and 50 years Defence and Defence Industry experience. He holds a Masters in Management Studies-Logistics (UNSW) and Master of Project Management (USQ). He also has accreditation as a Registered Practitioner ILS (ASCI), Certified Professional Logistician (Transport & Logistics Certification Council) and Certified Associate in Asset Management (Asset Management Council). In addition, he has an Associate Diploma in Engineering (Maintenance)-Electronics (ADF). Gary is currently the ASCI ILS College Secretary and ASCI ACT Chapter President. Previously he was a SCLAA Director and SCLAA ACT Division President.


  • 11 May 2022 1:19 PM | Anonymous

    Dr Tom Janoshalmi, ASCI President

    Following a two-year hiatus due to the pandemic, ASCI recently held their annual conference #ChainAction, ASCI 2022 Supply Management Conference appropriately themed Supply Chain Sustainability, in early April over four consecutive mornings in an online format.

    The conference program covered eight streams with 15 notable speakers covering a range of presentations under the following streams:
    • Supply Chain Ethics
    • Supply Chain Strategy
    • Supply Chain Management
    • Supply Chain Technology
    • Procurement and Supply Management
    • Operations Management
    • Logistics and Logistics Management
    • Integrated Logistics/Product Support.
    The conference program delivered a stimulating opening address by Air Vice-Marshall (Retd) John Blackburn AO on Australia’s National Resilience and Supply Chain Assumptions, plus four keynote speakers, to set the daily scene including:
    • Day 1: Janet Salem, previously at UN as Economic Affairs Officer, Innovation for Circular Economy - presented Supply Chain Ethics: How can Supply Chain approaches to Circular Economy support the Sustainable Development Goals?
    • Day 2: Linda Venables, Chief Supply Chain Officer, PwC Australia - presented Supply Chain Strategy: Building sustainability into your Supply Chain strategy.
    • Day 3: Ellen Hudreaux, VP Customer Order and Delivery experience, Schneider Electric and Rachael Saywell, PMO Manager Global Supply Chain (Pacific), Schneider Electric - presented Supply Chain Management: Strive for Sustainability
    • Day 4: Graham Conlon, Vice President, Head of Digital Supply Chain, SAP Asia, Pacific & Japan - presented Supply Chain Technology: Digital Supply Chain Transformation to Deliver Resilience and Sustainability.
    In addition, the program delivered daily thought provoking and relevant topic presentations from notable speakers, plus a discussion panel daily to wrap up the thoughts for the day including:
    • Stephen Morse, Founder & CEO, Unchained Solutions Pty Ltd - presented Supply Chain Ethics: Beyond Process, Taking the Ethical Implications of Modern Slavery Risks in Supply Chains to the Next Level 
    • Tom Derry, CEO, Institute for Supply Management (ISM) - presented Procurement and Supply Management: Sustainability in Supply Management Today and Tomorrow
    • Denice Staaf, Principal, Labelling Sustainability Inc - presented Supply Chain Strategy: Circularity as key to sustainable Supply Chains, A Strategic Perspective\
    • Ingo Weidmann, General Manager Resource Recovery at changeBAU Bingo Industries - presented Operations Management: How Supply Chain Sustainability changes S&OP
    • Gregory Schlegel, Founder, The Supply Chain Risk Management Consortium - presented Supply Chain Strategy: A Triad Model Covering Risk, Ethics and Bottom-Line Improvement 
    • Hayley Jarick, CEO Supply Chain Sustainability School - presented Supply Chain Management: Ideas to Impact
    • Tina Northcott, Partner, Deloitte Australia - presented Supply Chain Management: Embedding Corporate ESG strategy into Supply Chain Operations 
    • Aitor Marroquin, Key Account Director, EV Cargo - Operational Stream - Logistics and Logistics Management: Unlocking the Power of Packaging Compliance: Waste Less, Spend Less and Worry Less
    • Philip Artlett, Solutions Development Manager, Dematic - presented Supply Chain Technology: The Disruptive Technologies and Solutions that you need to know about
    • Raja Jurdak, Professor of Distributed Systems and Chair in Applied Data Sciences, Faculty of Science, Queensland University of Technology - presented Supply Chain Technology: Blockchain in Supply Chain: Opportunities and Design Considerations
    • David Pierce, Director of Material Logistics/Domain Functional Lead, Joint Systems Division CAS Group, Department of Defence - presented Operational Stream: Integrated Logistics / Product Support: The Influence of ILS on Supportability. What are the major challenges facing the business and the workforce and how can we overcome these?
    The conference attracted over 135 engaged supply chain professionals including ASCI current members, new members and non-members.
     
    The conference was proudly sponsored by our industry partners:
    • SAP - Gold sponsor
    • Dematic - Silver sponsor
    • Board International - Stream sponsor
    • Anaplan - Stream sponsor
    • Oliver Wight - Exhibitor sponsor.


    ASCI would like to acknowledge and express their sincere gratitude to the conference sponsors and all of the speakers. Without either ASCI would not be able to deliver a relevant conference to industry.
     
    We look forward to presenting ASCI’s annual conference in 2023, details to be released at a later date. 

  • 11 Mar 2022 12:26 PM | Anonymous

    11 March 2022

    Following a two-year hiatus, #ChainAction, ASCI 2022 Supply Chain Management Conference is refreshed and will be held from 5 – 8 April 2022, in an online format, themed Supply Chain Sustainability.

    Over the last few years, particularly with the impact of COVID-19 on the global economic market, businesses have been focusing more on their supply chains. They have realised the integral role their supply chain plays within their business operations and sustainability. There is now a stronger focus on an organisation’s dependence on sustainable and resilient supply chains, particularly as businesses are back operating and evolving.

    ASCI’s conference, in its third year as the largest gathering of supply chain managers, leaders, and practitioners in Australia, will provide insights into key trends and considerations regarding Supply Chain Sustainability.


    ASCI President Dr Tom Janoshalmi said the conference theme and program has been refreshed addressing the main challenge the sector has faced over the last few years with the pandemic.

    “ASCI is pleased to bring our highly anticipated and valued annual conference back to the supply chain sector. The comprehensive conference program includes national and international speakers, providing relevant and valuable content across four key topics: Supply Chain Ethics, Supply Chain Strategy, Supply Chain Management, Supply Chain Technology”, said Dr Janoshalmi.

    The conference theme carries through from daily key note addresses to the information sessions and the panel discussions addressing a wide range of topics from ethical considerations to the application of modern technology towards supply chain sustainability.

    Dr Pieter Nagel, Director of ASCI Professional Accreditation Scheme said ASCI’s Professional Development Colleges will also play a significant role in the conference.

    “The Operational Streams within the conference program include invited speakers’ information sessions and panel discussions which will be Chaired by the College’s Presidents for each operational stream: Procurement/Supply Management, Operations Management, Logistics Management, Integrated Logistics Support/Product Support. In addition, ASCI members can also gain 20 continuous professional development points (CPD) towards their registration under ASCI’s Professional Accreditation Scheme”, said Dr Nagel.

    Tickets are on sale now, with access to recorded sessions for ASCI members to accommodate people’s busy diaries. Full conference details and program can be found on ASCI’s website. 

    Program details and purchase tickets - www.asci.org.au/event-4723915 


  • 2 Mar 2022 1:45 PM | Anonymous

    ASCI MEDIA RELEASE

    ASCI kicks off the new year with a new President and ambitious vision

    2 March 2022

    ASCI hits the ground running in the new year, with a new President and a new ambitious vision.

    ASCI President Alexandra Riha announced her resignation as ASCI President, in February 2022. Dr Tom Janoshalmi, ASCI Vice President and Board Director has been appointed as the new ASCI President and Board Chairman.

    Dr Janoshalmi comes to ASCI with a wealth of expertise and successful career within the digital supply chain sector. 

    Dr Janoshalmi is SVP and General Manager of SAP’s Next Generation Cloud Delivery. In his current role, Tom focuses on developing and implementing strategies for high customer impact technology adoption to enable supply chain resilience.

    Dr Janoshalmi has a 20-year track record of leading successful digital transformations with Global Fortune 500 companies. Since joining SAP, Tom has held several executive leadership positions, including Chief Growth Officer at Digital Business Services, Line of Business general management in Asia Pacific and in the Americas. Prior to joining SAP, Tom was Supply Chain Manager at Freudenberg Automotive. 

    Dr Janoshalmi holds a Doctorate degree from Newcastle University in Operations Research and a Business Degree from Stanford Graduate School of Business. He is a guest professor at Karlsruhe Institute of Technology, Germany.


    “I am excited to take ASCI to the next chapter, refresh it and develop it further for the benefit of our sector, corporate members and members.

    Since the pandemic the way we do business has changed, the supply chain has changed and businesses are facing more pressures than ever before. We are fully committed to supporting the sector and creating a recognised Supply Chain profession - enabling individuals to be recognised registered experts and businesses to build sustainable and profitable supply chains", Tom said.

    ASCI has started the year strong and is finalising its strategy refresh, with the objective of providing exceptional member experience and professionalising Supply Chain Management.

    ASCI strategy moving forward will be focused around the following four pillars:

    1. ASCI Professional Accreditation Scheme

    ASCI provide individuals with professional acknowledgement and recognition of competence through registration under the scheme.

    2. Continuous professional development

    Offering professional development opportunities through ASCI professional colleges.

    3.  Industry advocacy

    ASCI as the voice of supply chain professionals.

    4. Mentorship

    Fostering and mentoring the next generation of supply chain professionals.

    ASCI is refreshing its value proposition to the supply chain sector, corporate members, members, and partners. ASCI continuous professional development programs innovative learning experiences, mentoring and resources will be developed further to enable individuals to be at the forefront of supply chain management and best practices.

    “Refreshing what ASCI means to industry and what we provide to our members and industry is essential to professionalise and support the supply chain sector to become more sustainable and resilient for the future, while promoting best practice, innovation and excellence. Individuals have valuable professional opportunities to be professionally acknowledge and recognised as experts in their field through registration under ASCI’s professional accreditation scheme”, said Dr Janoshalmi.

    ASCI will continue to represent the voice of supply chain professionals at various Government policy consultation forums to shape the future of supply chains.

    In other ASCI news, ASCI’s annual conference is confirmed for the first quarter of 2022. Further information to come shortly.

    About ASCI

    The Australasian Supply Chain Institute (ASCI), formally apicsAU, is a professional institute serving across the various sectors of supply chain management to foster professionalism in the supply chain.

    Operating in Australia since 1963, ASCI is a non-profit organisation, with chapters nationally.
    In addition to extensive education programs, ASCI offer local activities that facilitate the exchange and advancement of practical knowledge, ideas and techniques. Activities include meetings, short courses, site visits and conferences.

    Membership of ASCI is open to any person with an interest in operations management and provides access to education programs, a network of industry professionals, real-world learning opportunities, articles and information.

    ENDS


  • 10 Feb 2022 11:55 AM | Anonymous

    by Aitor Marroquin, EV Cargo

    Global supply chains continue to grow in depth and complexity at an unprecedented rate. Retailers are increasingly diversifying and de-risking their supply chains, changing traditional ‘East-West’ sourcing models into a more balanced strategy including near-shore production and mid-distance alternative markets. The continuing growth of omni-channel is also pushing retailers to re-think how to thrive in an industry where real-time stock availability and fast reaction times are now a must to remain competitive.

    In addition to increased complexity, the industry is also facing exceptional levels of disruption. The impact of COVID-19 to supply chains has been evident and widely reported by mainstream media worldwide, affecting stock availability, shortages of production and shipping prices. However, while the pandemic has put supply chain on the map, disruptions in the industry are not new. Challenges such as port strikes, weather conditions, supply/demand space constraints and shortages of labour have been common over the last decade.

    As a result, retailers are looking to review the level of control and visibility within their supply chains. A common challenge in the industry is simple to articulate, yet surprisingly difficult to overcome: the lack of a centralised and accurate ‘end to end’ view of the supply chain from product source to end customer. Retailers often use multiple systems and tools, spreading responsibilities across many departments, to track different stages of the supply chain. This practice runs the risk of creating disconnects and losing sight of the bigger picture. In order to achieve lead time reductions and flexibility, retailers are shifting their focus beyond just the movement of goods, by going upstream and aligning all processes involved in the product development lifecycle in to a single agreed critical path.

    Coordination across activities, such as new product sourcing, new supplier/factory accreditation with ethical requirements, quality control, sample management, packaging and artwork sign off, packaging optimisation, is becoming a crucial step in order to establish a strong supply chain foundation.

    Technology can help to tackle this challenge by providing collaborative, holistic and integrated solutions. Centralised platforms allow retailers to plan effectively and react to changes dynamically in an ever-evolving landscape. Effective and transparent critical path management provides a vital role from the moment a decision to source a SKU (when a SKU is added to a product range) until the point the product is in the customer’s hands. Having all parties collaborate on one platform following a standard process and working towards the same goal, gives retailers the best chance of not only meeting the pre-shipment product development lead time but also pushing towards an optimised and agile process.

    Technology can help reduce time-consuming and costly data administration by connecting buying, sourcing, supplier, factory, 3rd party auditor, QC parties and logistics providers through data integration. Managing by exception, measuring against KPIs and using the power of predictive analytics to identify trends, provide the right tools for retailers to effectively manage their supply chains from beginning to end.    

    Global retailers are already benefiting from using technology to manage their critical paths. Some of these benefits include 25% reduction in source to shelf lead time, 20% increase in productivity, and 15% improvement in on-time delivery. Retailers are finding significant opportunities by optimising upstream processes and saving time in the early stages of the product lifecycle.

    However, the true potential is unlocked when origin processes are not only optimised but connected and integrated with the rest of the supply chain to provide true end to end visibility. As global supply chains continue to evolve, technology can provide the tools needed by retailers to both remain competitive, become agile and prepare for the uncertainties ahead.


    About EV Cargo

    Headquartered in Hong Kong, EV Cargo is a leading global freight forwarding, supply chain and technology services company with over $1.4bn in revenue. EV Cargo powers the global economy by managing supply chains for the world’s leading brands, with a vision to transform logistics into a technology industry.

    EV Cargo was created in 2018 by Hong Kong-based growth-oriented private equity investment group EmergeVest, facilitating a step-change in value creation via a sizeable, scalable and diversified logistics-technology company, well-positioned for future growth. Now a global leader, EV Cargo is driving the transformation of logistics into a technology industry, underpinned by its core values of growth, innovation, and sustainability as a signatory to the UN Global Compact.

    www.evcargo.com


  • 22 Dec 2021 4:31 PM | Anonymous

    ASCI Supply Chain News | December 2021

    ASCI's last newsletter for 2021 is now out!

    Our last newsletter for the year shares ASCI's news and 2021 wrap up - read it now!

     

     

     


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