C O N N E C T- E D U C AT E - D E V E L O P

The Supply Chain Insider

2017 Edition

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Hello everyone and welcome to the first European Supply Chain AnnualMagazine! My name is Chrisoula and I am the Editor-in-Chief for themagazine as well the Chair of Education for the CSCMP Benelux R/T.

For a while now all the board members of the European roundtable wereflirting with the idea of developing a channel to capture the “what’shappening and who” in the European Supply Chain arena and share itwith the global CSCMP members and fans. Shortly after our annualCSCMP European meeting in Spain we decided to create this publicationinto order to capture the main events and innovations in supply chainthat will critically influence the development of the supply chain inEurope. Parallel to this we also wanted to showcase the level ofprofessional volunteerism and high level of business collaboration andnetworking that all European CSCMP board members, corporatemembers and members are putting on a daily basis to make CSCMPexperience second to none. As a result, the The Supply Chain Insider (SCI)was born. CSCMP member providing their views and insides of the supplychain.

The focus of SCI is to provide an inside snapshot of the trends andthoughts of the supply chain industry development the year before. Allselected articles fall under one of the three core CSCMP values; connect,develop and educate. At the end of the magazine there is a list of themajor events that will take place in 2017 in Europe.

At this point I would like to thank all the “early adopter” authors andeveryone else who volunteered their free time and effort to make SCA areality.

I hope that you all enjoy our articles and find this publication useful. Ournext magazine will be out in December 2017.

Warm Regards,

Editorial Note

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ChrisoulaPapadopoulou

Editor-in-Chief,SCAChairofEducation,CSCMPBeneluxRoundtable

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President’s Welcome

“Our profession is based onmanaging scarcity: getting the rightquantity in the right place at theright time against the right cost”

I have been helping my customers with actionable andtangible strategies on sustainability. Being a long timeand active CSCMP member has helped me keepingtrack of global developments, and enriched my globalnetwork on this topic. Although sustainability hasbeen somewhere on the priority list in the last coupleof decades, the last few years it has been put muchhigher by consumers, governments, shareholders andemployees, impacting all supply chains globally. Whatdoes this mean for the supply chain industry?

A significant development is that due to the Parisagreement and its clear targets, governments,companies and researchers are trying to quantify thedaunting task of reaching them. What do we need todo today to reach a milestone in 2050? And how dowe know when it is sufficient? I am delighted to seeseveral efforts to take actionable steps to quantify thetask ahead of us.

For example, in the Netherlands it has been calculatedthat considering the expected economic developmenton the one hand, and the CO2 emission targets for2050 on the other, the Dutch need to become a factor6 more efficient. In terms of transportation thatmeans they need to be able to move the same ton ofgoods with a factor 6 smaller carbon footprint. InChina, researchers found that the Chinese need toincrease their CO2 efficiency even more, calculating amind-boggling factor 13. Although I find it quitesatisfying to have an actual number we can work on,realizing these factors seems very challenging if notimpossible.

But wait: isn’t the supply chain professional perfectlyequipped for this job? Our profession is based onmanaging scarcity: getting the right quantity in theright place at the right time against the right cost. Andmanaging environmental issues is very much aboutmanaging scarcity as well. However, to help youachieving factor 6, 13 or any other factor you might bedealing with like increasing protectionism or keepingup with technological advancements, I would like tointroduce the supply chain X-factor.

The X-factor, as you know, is that special somethingthat makes the difference between good andextraordinary. CSCMP can help you to get your X-factor, by providing an international network toeducate, connect and develop yourself.

Our global network will expose you to vibrant events,the latest developments and internationalprofessionals enabling you to exceed all expectations.Speaking for myself, it surely has given me an edge todeliver the best results for my customers. Please joinus at our next event to discuss your biggest challengeand share your experiences. I am confident you willlearn something new, expand your network and returnto your office with new ideas and energy. Are youready for some X-factor?

Jeroen Bolt

PresidentCSCMP Benelux Roundtable

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7 StateofLogisticsReport

Connect4 President's Welcome15 Discover Greek Logistics

Fotis Daoussis25 My Learnings CSCMP Annual Conference

Miquel Serracanta30 Events & Social

Educate7 TheFutureforTransportation Systems

Carl-AxelEriksson9 Blockchain &Logistics;Win-Win!

Martijn Siebrand13 DoLogisticsServiceProviders

HoldtheKeystotheSupplyChain?Michiel Steeman

SpecialAnnualReport

19 SmartYardGeertJanDirven

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6

30EVENTS

Develop11 PlanningtheFutureSupplyChain

ErikDiks &BasDaver16 IndustrialandLogisticsRealEstate2016

IndustrialRealEstatePartners17 FutureIntegration?

DouglasMacbeth27 ChoosingtheRightProfessionalTraining:

TheDRIVENToolkitChrisoulaPapadopoulou

29 TheFutureofLogisticsChristianPlesca

FinalNote

32 TheSCProCertification

13 SupplyChainFinance

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27th State of Logistics ReportCSCMP has (again) published the “State ofLogistics Report” reporting figurers for 2015. TheReport was presented at the CSCMP AnnualConference in Orlando in September 2016. Authorof the Report is A.T. Kearney supported by PenskeLogistics. The Business Logistics cost in the U.S is7,85 % of the GDP, which means over 1.408 billionUSD (1.267 billion EUR). The GDP for EU-countriesis 16.477 USD and with the same share as in theU.S. (7,85%) it means 1.294 billion USD (1.164billion EUR) of Logistics Costs. Experts’ means thatthe actual figure for EU-countries could be as highas 12 – 14 %.

Truck-transportation and Parcels more than halfof Business Logistics spendingThe main part of the U.S. Business Logistics cost isallocated to Truck transportation and Parcelsdelivery. The figure is 665 billion USD (598,3billion EUR). As shown in the summarized figurebelow we can see that the largest spending else ison Inventory carrying costs (Storage, Handling,Financial Costs, Shrinkage etc.). This counts up to427,3 billion USD (384,6 billion EUR).

What is the figure for Business Logistics spendingin Europe?Actually, I have not seen a consolidated figuredefined for EU and the different EU-countries.Therefore, I have brought up the idea to make asimilar study for Europe under the wings ofCSCMP. I met with Kevin Smith, Chairman ofCSCMP globally, and discussed how we can startup this work. As been working in the Logisticsindustry in Europe for a long time, I am sure thatthis study will be of great interest for companies inthis field.

EU and the participating countries GovernmentsOf course, a standardized way of looking atBusiness Logistics spending in Europe is relevantfor political and regulation Authorities. When suchan important part of the European economy is inplay for political initiatives, it is significant tounderstand all the foreseeable aspects whenmaking a decision.

Competition between the worlds RegionsTo really understand the cost drivers and itsinfluences of Business Logistics for thecompetition between countries andmacroeconomic regions must be compared. Forinstance, how does the “level of infrastructure”influence, what about fuel tax levels, cost levelsfor different industries, trade relations etc.

A robust analysis to work out the “presentsituation” in a standardized process (includingdefinitions) for countries and regions is a “must”to understand and plan for the future.

“If you do not know where you come from, thenyou don't know where you are, and if you don'tknow where you are, then you don't know whereyou're going. And if you don't know where you'regoing, you're probably going wrong.” - TerryPratchett, I Shall Wear Midnight

Carl-Axel ErikssonPresident of CSCMP, Roundtable Sweden

TheFutureforTransportation Systems

NewDriversattheWheel

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StateofLogisticsReport®Authored by A.T. Kearney and supported by PenskeLogistics, this report is widely used by professionals as thepremier benchmark for US logistics activity.

Youcanorderthe27th StateofLogisticsReportfromwww.cscmp.org (USD295)– formembersfree.

2Logistics in Transition: New Drivers at the Wheel

Subtotal

2.6%

Notes: YoY is year-on-year. WACC is weighted average cost of capital.Source: CSCMP’s 27th Annual State of Logistics Report (see report appendix)

Figure 1US business logistics costs

$ billion

Carriers’ support activities

Shippers’ administrative costs

2015 YoY 15/14 5-yr. CAGR

Transportation costs

Other costs

Total US business logistics costs

Financial cost (WACC x Total Business Inventory)

Other (obsolescence, shrinkage, insurance, handling, others)

Motor carriers

Rail

Airfreight (includes domestic, import, export, cargo, and express)

Water (includes domestic, import, and export)

Pipeline

Parcel

Full truckload

Less-than-truckload

Private or dedicated

Carload

Intermodal

Subtotal

Inventory carrying costs

Storage

91.0

1,408.2

427.3

141.0

158.1

128.2

278.8

63.7

240.1

582.6

82.2

60.8

19.9

80.7

67.4

47.6

29.5

45.7

45.3

889.9

4.1%

5.1%

2.5%

7.4%

5.1%

3.0%

7.0%

1.0%

2.6%

8.0%

–12.0%

2.0%

–8.9%

2.1%

2.1%

–11.8%

2.0%

6.3%

1.3%

5.5%

4.6%

2.6%

4.7%

0.9%

2.6%

7.1%

3.4%

5.3%

5.9%

6.7%

4.4%

2.1%

3.8%

4.6%

3.9%

2.7%

6.3%

4.8%

5.5%Subtotal

Executive SummaryDespite numerous challenges on the domestic and international fronts, the United States remains the world’s largest economy, and the International Monetary Fund (IMF) forecasts that annual growth will remain steady at around 2.4 percent in the coming years. While economic and carrier conditions are expected to continue favoring a “shipper’s market” over the next six months, a realignment of factors—including capacity, inventories, interest rates, and economic growth—are projected to result in moderately higher transportation rates in 2017. Similarly, oil price risk will likely contribute to upward pressure on fuel-related surcharges.

Between 2010 and 2014, USBLC grew by an average of 4.6 percent annually, fueled mainly by 5.5 percent annual growth in transportation costs (see figure 1). The upward trend in USBLC, however,

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A new technology has the potential to finally eliminatepaper documents in international trade. I believe that anew concept in distributed computing, known asBlockchain, could finally spell the end for time-honoredconcepts such as the paper bill of lading, air waybill orletter of credit.

Blockchain technology has been on the rise all aroundthe world in recent years. The technology, which uses anopen network of databases and functions as a public,digital, distributed ‘ledger’, has a wide range ofapplications.

The distributed ledger is continually updated, and allparties in the open network have access to the database.The distributed ledger is a database that can be sharedacross multiple sites and users, with all participantswithin a network having their own identical copy of theledger. Blockchain algorithms allow transactions to beaggregated in ‘blocks’ which are added to a ‘chain’ ofexisting blocks using a cryptographic signature.

Bitcoin is one of the most known examples at thismoment. The technology has been finding newapplications in recent years, particularly in the financialsector. There are a lot companies experimenting withBlockchain solutions at this moment worldwide. Theexpectation of the market is that there will be realizedbusiness solutions based on the Blockchain in 2017.

In the Netherlands we are exploring the possibilities in abig research project with 16 partners. We have built up aconsortium with companies of the whole global supplychain.

The cross-point in this research is to bridge betweenlogistics, finance and fintech knowledge. The SupplyChain Finance community (www.csfcommunity.org) isone of the partners and is well known for bridging theacademic and business worlds in the field of the physicaland financial supply chain.

Blockchain&LogisticsWin-Win!

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Bas

Blockchain and Logistics Project TKI-DinalogIn a major TKI Dinalog project, TU Delft, ABNAMRO, the SCF Community, the Port of Rotterdam,Royal FloraHolland, SmartPort and 10 otherpartners will set to work using Blockchaintechnology in the logistics sector.

The total scale of the project amounts to €2.2million. This is the first time anywhere in the worldthat a concrete Blockchain project of this standardhas been launched with various partners in thelogistics chain. In the coming two years, the projectwill focus on developing the contours of a newinformation infrastructure based on Blockchaintechnology, uniting operational information,financial flows and contracts.

Three Concrete Use CasesIn this project, the use of Blockchain technology forlogistics purposes will be concretely set up, testedand live tested. Johan Pouwelse, Project Managerand Associate Professor at TU Delft, confirms thispoint. ‘This project is not about discussingpotential, we are actually going to put words intoaction’.

The final result of the project is centered ondelivering three concrete Use Cases: chainfinancing, supply financing and circular economics.TU Delft will concentrate on creating an open-source core business infrastructure that will makethe blockchain suitable for mission critical usage.

Improved Collaboration Throughout the ChainMartijn Siebrand, identifies a wealth ofopportunities for this project. ‘If you ask me, usingBlockchain technology for the financial routes inlogistics is just the beginning. I see this as astepping stone towards a logistics sector withimproved collaboration throughout the entirechain.’

PartnersThe 16-partner consortium features a balancedblend of various parties in the chain. TU Delft,Windesheim, the SCF Community, TNO, Centric,Exact, ABN AMRO, SmartPort, Royal FloraHolland,the Port of Rotterdam, FBBasic & Cirmar, BeScope

Solutions, NBK, Innopay, and TransFollow togetherprovide the force to drive this project tosuccess. This project is complementary to thepublic-private initiative to establish a nationalresearch institute for Blockchain (working title:Blockchain Core Competence Center), initiated bythe Ministry of Economic Affairs.

Supply Chain Finance CommunityThe SCF community is one of the partners of theproject. The interesting aspect of the Blockchain isthat there is a possibility to realize transparencythrough the whole supply chain. In recent years wehave seen a lot development on reverse factoringsolutions. For a Supply Chain Finance (“SCF”)solution for the whole chain there is informationneeded about who is the second and third tiersupplier. Blockchain has the potential to inform thechain partners with uniform data at the same time.

The potential of this technology could be a break-through for optimizing the financial supply chainfor all the chain partners. Within the SCFcommunity there are a lot research projects withregards to SCF subjects like inventory financing viathe logistic service provider, reverse factoring andSCF solutions for SME’s. The knowledge that wehave built with the members of the SCF communitywill be used to strengthen the SCF Blockchainsolutions. The SCF Community receives questionsabout the possibilities to realize deep tier financing.We think that we are able to realize deep tierfinancing during the research project.

I’m a believer of the technology and the newpossibilities for business solutions. There are stillquestions to solve but the potential and theconcept is worth solving this question. Logisticcompanies could become a major player in thesupply chain with Blockchain technology. If youwould like to receive more information or you havesome remarks please send me an email.

_________________________________________Martijn SiebrandSCF Dinalog and, SCF Community BlockchainWorkgroup

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Designing valuable supply chains would be easy

if we could predict the future effectively. However,history has shown the opposite. Chris Caplice —Executive Director of the MIT Center forTransportation and Logistics and Chief Scientist atChainalytics, states that we humans are so bad atplanning for the future, because we try to predictthe future – and we are horrible at that! Look forexample to the oil prices, adoption of mobilecommunication, digitization or even Brexit: theharsh reality is very much different than predicted.

Prepare and Do Not PredictIf predicting the future is not very effective, whatcan we do instead? One solution is to shift thefocus from prediction to preparation.

According to Caplice, we must create a handful ofplausible, alternative future scenarios that togethercontain the most relevant uncertainty dimensions.And then we should focus on preparing for theeffects, rather than predicting individual events.

Scenarios are typically sets of driving forces: eventsthat you typically cannot control, neither caninfluence, nor know the effect. Here’s a handfuldriving forces that has a huge impact on today’ssupply chain solutions and approaches.

Economic ForcesAccording to Gartner, the Emerging 7 economiesincluding countries like China, India, and Russia areexpected to grow faster in GDP than the G7, andwill have a larger influence on future demand.

The interest rate has been very low the last years,and probably will remain low for quite some period(despite the recent FED decision to raise the rates).Many companies seem not to be acting accordingto this new reality, as reducing working capital isstill seen as a priority. Another example is the steeprise of labor wages in China.

As a result of this companies are building inadditional resilience by re-shoring or near-shoringpart of their supply chain. Shifting part of theirsupply chain close to the end customer willcontribute to the need for faster time-to-marketdeliveries and to manage fast changing marketdynamics.

PlanningtheFutureSupplyChain

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Technological ForcesConsumers are adopting new technologiesquicker and quicker. Take for example a car. Itwas introduced around the 1900s but it took 75years to get to an 80 percent adoption rate. TheTV was introduced in the 1960s, but onlyneeded 25 years for that. Today newtechnologies like the mobile phone have beenadopted within less than 10 years. As aconsequence it is vital for each business tounderstand what new technologicaldevelopments will mean for their futures. Newtechnologies that will impact many supplychains over the next 10 years are 3D printing,Robotics, Automated Vehicle Technology (AVT),and Internet of Things (IoT).

AVT will significantly change our lives andbusinesses. With the technology already inplace and beta testing already deployed inmultiple countries, these new “driverless”trucks will have a major impact on supply chainand distribution networks, as the technologyand efficiencies will allow longer long-hauldistances as well as better spreadingtransportation over time.More "Things" are getting connected every day.

An excellent example of “digital businessnetwork innovation” is the HamburgsmartPORT, presented by Michael Burkett ¬—research VP at Gartner at the Gartner SupplyChain Executive Conference in London 2016:Productivity has been increased by more than12% by applying IoT and big data technologyeffectively. Traffic is managed using sensors inbridges and roads. Water way information,tides, occupancy of docks, container ID andlocation are processed centrally to enablesmooth trade flows.

Geopolitical ForcesNext to Brexit (domino-effect with othercountries?) we should consider multiple othergeopolitical forces, and prepare for the effects.An example is the political instability ingeographies like Turkey or Ukraine and themigration flows. But also changing country/EUlegislation (CO2), or changing cost differencesbetween countries in transportation, labor andreal estate will impact future supply chains.European labor costs, warehouse and logisticsoperative 2015Next to these economic, technological andgeopolitical forces, you can think of many morelike social, and environmental. Each of themmay be useful to investigate the impact andprepare for those.

Scenario Planning should be an Integral Part ofFuture Supply Chain PlanningAll these driving forces can be taken into accountwhen creating a good set of future scenarios.These scenario plans will then have to beincorporated into the formal process of futuresupply chain planning and defining effectivesupply chain strategies w.r.t. supply chainnetworks, operating model & organization,inventory policies and asset & tax optimization

_________________________________________ErikDiks &BasDaverChainalytics Europe

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DoLogisticsServiceProvidersHoldtheKeystotheSupplyChain?

While banks and technology firms battle forbusiness in the financial supply chain, it islogistics service providers (LSPs) who may havethe best chance of taking the high ground,says Michiel Steeman.

The safe arrival of goods in the right place

at the right time is critical to the success ofinternational trade flows. Equally importantare the financial flows – without which thosegoods couldn’t be paid for.

But think for a minute about the third flow inthis model: the flow of information: Whereare the goods? Who owns title to them? Hasthe buyer paid for them yet? Has the supplierreceived the cash? This is an area where

logistics service providers (LSPs) could play amuch greater role.Leveraging their knowledge about theinformation flows, LSPs can, in effect, becomethe bank of the supply chain. This means thattraditional banks will have to seriously look athow they cooperate with the LSPs that sit onheaps of information – information thatmakes the supply chain easier to finance – oreven enter into joint ventures with LSPs.

The information they have could lead LSPs toextend their service offerings even further, toinclude administrative processes aroundinvoicing, ordering, customer helpdeskservices and so on. Why would they? Becausethe margins could be considerably better thanin their core businesses.

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Consolidation NeededLook at all the players in the supply chain and it’snot a great leap of the imagination to predict thateven harbor management companies or airports– which have a lot of information about the goodsflowing through them – might actually reach outto become an orchestrator for the financial flowsthat go through them.

Certainly, this would be a huge challenge forsome LSPs. This is a sector which is bothfragmented and very traditional in outlook: thereare only a few players who are truly global andwhich can offer these kinds of financing solutions.

Consolidation could deliver the scale and financialstrength to bring about a transformation of theindustry. So what might happen?

One strong possibility is that some of thesetransportation companies will cede theirtraditional role to others and become informationmanagement companies: rather than performingthe A-to-B logistics services themselves, we wouldhave operators who would actually carry thegoods and other companies that orchestrate andorganize it all.

Only four or five of the world’s largest LSPs couldprobably do both because of the scale that theyhave. But the group of players below them willhave to choose – or transform.

The Changing Role of BanksIf LSPs step up to this challenge there could be achanging role for the banks, as well. They havethe cash and the funding, but without theinformation they don’t necessarily become theorchestrator of the supply chain the way that LSPscan.

Banks may have the balance sheet and the cash,but they need the information and so may haveto work with these transformed LSPs.

The biggest banks may see this as an opportunityrather than a threat. A decade or two from nowwe may see banks acquiring these transformedLSPs which will then become part of the banks’offering to clients.

Technology Steps UpThe third player in this new world is likely to bethe technology platforms or providers thatalready help analyze this information flow andcould potentially grow into SCF orchestrators aswell as being operators in the financial streams.

It’s a busy environment – many different types oforganizations are trying to play a pivotal role inthis information space in the supply chain. Whowill win?

It’s far too early to say. But the one big advantagethat the LSPs have is the information stream onthe physical flows.

_______________________________________

Michiel SteemanWindesheim University of Applied Sciences andSupply Chain Finance Community

DiscoverGreekLogistics“Discover Greek Logistics”, is the title of the6th International Logistics and Supply ChainExhibition that aims to present Greece -andits logistics capabilities-, as a link in theGlobal Supply Chain Network, providingSupply Chain Managers with the necessaryinformation to take into account in theirquest to find the proper solution to theirlogistics project.

Logistics in Greece, contributing by 10.8% toGDP, is among the key sectors that willleverage the Greek economy in the comingyears.

The recent large scale successfulinvestments in infrastructure andprivatizations, indicate the significantimportance given to a robust supply chainnetwork, a value network, that the Greekmarket can provide.

In addition, ports with constant depth, ableto accommodate large mother vessels,strategic country location, as a naturalgateway to SE European Market,intermodality possibilities, a plethora ofqualified LSPs, the formation of businessclusters, and the recently updatedlegislation, constitute a clear picture thatGreek logistics industry has been steadilyimproving over the recent years and isready to undertake the increasing demandof logistics services.

As the number of Logistics executives thatparticipate in pan-European fora isincreasing and so is the executives thatreceive significant European level awards,aid towards developing the image of thecountry to an investment destination.Greece offers significant investmentopportunities due to its geographic positionin South East Europe and its proximity tothe Middle East and the Arab world.

The 6th exhibition «Supply Chain &Logistics» 2017, goes beyond the Greekboundaries, seeking partnerships withforeign markets, traveling to Germany’s“Transport and Logistics Exhibition” in May2017, and will be advertised through thespecial edition of Supply Chain & Logisticsmagazine in both English and Germanlanguages.

There are potential benefits in the areas ofTrade, Logistics, Transportation and Energy,as Greece, as a natural gateway to SEEurope, aims to become a transit andenergy hub, implying significant investmentopportunities. Our aim, through thesynergies that will be created, is tocontribute to the uplift of the Greekeconomy and to the strengthening ofGreece’s image as a hub of InternationalTrade.

Fotis Daoussis

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IndustrialandLogisticsRealEstate2016

Schiphol– 14February2017.

With a total take up volume of almost 1.9million square meters in Industrial andLogistics real estate, 2016 sets a new all-time record.

This is the conclusion of INDUSTRIAL realestate partners’ latest research report.

The report is based on all registered 2016occupier and investment transactions as of5,000 square m excluding lease renewalsand owner-occupier developments.

The main interesting outcomes of the 2016report are:

1. Morethan70% referredtologisticsrealestate.

2. 9outof10largescaleprojectswereBuildtoSuits.

3. Increasingnumberofspecificdevelopments.

4. Investmentvolumeof€890million.

5. Primeyieldsdecreasingbelow5,5% .

INDUSTRIAL real estate partners is abrokerage firm with primary focus onindustrial and logistics real estate.

The company exist 5 years already andfrom their offices in Amsterdam,Rotterdam and Tilburg the team is in dailycontact with logistics occupiers, investors,developers, constructors and publicauthorities.

In 2016 INDUSTRIAL real estate partnerswas involved in 325,000 square metersoccupier transactions and € 128 millioninvestment deals.

1716

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FutureIntegration?

As the New Year starts for some of us, it is often thetime to reflect on the past and wonder about the future.2016 was momentous in many ways with majordevelopments in medicine, technology, space science,understanding of brain functioning, social media whilethere were political attacks on experts and liberal andinternational thinking, with concerns about unverifiablenews reports and the oversimplification of complexissues typified by the phrase ‘Brexit is Brexit’!

SpecializationIn the business world, I argue that we have haddecades of over specialization and often specialpleading as one or other subset of the total businesstask looks to enhance its relative position andinfluence. For example, as someone trained initiallyas an engineer in the UK, I have been professionallyregistered with three different but cognateengineering based professional bodies and at thelast count on the management side, there areanother three. The supply chain itself demonstratesthis where we have one or more professionalgroupings as representatives of Logistics,Procurement, Transportation, Operations, ContractManagement and more generally, Legal andCommercial managers, not to ignore the Design,Marketing and Sales and Finance functions. Ofcourse businesses need all of these activities andmore and someone has to make the different cogsmesh into an effective machine but whichprofessional body can truly claim to represent all ofthese groups?

I would argue we need more people able to see thebusiness ‘big picture’ and how the relativeimportance of the disparate activities ebbs andflows as customer requirements and competitoractions dynamically change. Functional areas oftenneed to perform sub-optimally for the overallsystem effectiveness to be enhanced but this isdifficult to achieve without this wider vision andsystems to implement it.

Technological developmentsMost extended supply chains will already beworking with GPS supported vehicle routing andtracking processes, automated warehouses and

distribution centers using RFID interfacing withcomputer aided warehouse management systemsas part of Enterprise Resource Planning systemsconnected with customers and key suppliers, butwhat is just over the horizon is the application ofdriverless vehicles and drones.

Beginning to make a big impact across the supplychain are approaches to data mining using AI(artificial intelligence and software agenttechnology) to perform more quickly and moreefficiently, analysis and decision making beyond thecapability of any human brain. Any work thatincludes the application of more or less routine datagathering, analysis and optimizable decision makingcan already be done more reliably by software thanby humans with all of their frailties and timeallocations for their personal needs and wellbeing.

In manufacturing supply chains the impact of 3DPrinting or Additive Manufacturing willfundamentally change the need for transporting ofitems, sub-assemblies and complete productsaround the globe. In fact the concept of sub-assembly might disappear as a redundant conceptof old style product design as the printed productemerges complete from the printer with nointermediate stages. Now that the printing materialsare beginning to include biological materials as well,we can envisage new industries to build the printersto replace bodily parts in support of medicalinterventions.

Putting the printers in the hospitals, the space shipsor the home, fundamentally changes the nature ofsupply chains and removes the need for globalsupply chain and transportation systems.

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Disintegration of globalizationGlobalization has been a tremendous success in bringingpoor people into the productive work force and in allowingless developed counties to catch up to and often replacetheir competitors in terms of economic measures. Howeverthis can come with less developed controls on abuses ofpower in employment and lack of consideration of pollutioneffects more generally.

However, what 2016 demonstrated in the UK and in the USAis that those workers displaced by the globalization surgeand the move to outsourcing (often driven by the pursuit ofprofit without recognizing enough of the consequences), arevictims, whose plight has been largely ignored by politicalprocesses until given a new voice or new (in some ways oldor nostalgic) view of what might be possible.

Whose responsibility is it to do something for the ‘leftbehind’ workers who were often recruited for their motorskills but were historically able to build a life for theirfamilies with some security but who are now locked intohousing and neighborhoods with no current way out? Freerworld trade and the reduction in trade tariffs to promoteflows across the globe, is not addressing their concerns inany way.

Was this a failure of the business model which decided torelocate the jobs or the politicians who believed, but did notact on the economic mantra, that new industries and jobswould replace old technology and jobs. That belief might beproved right in the long run and in the aggregate but notnecessarily for those individuals and communities.

Of course, the rise in the newly developing economies alsoraises spending power for their citizens and so new marketopportunities appear to challenge old and new companies tosupply them and as long as new trade barriers are not raisedthen a market solution might still have attractions for alleffective competitors. Of course we now have globalcompanies from China and India for example taking leadingpositions in a variety of industries which might needoutsourcing solutions of their own. If so, global flows mightstill take place but perhaps in different directions.

Working against this however is the realization that climatechange and pollution is adversely impacted by globaltransportation systems. Transportenvironment.org declarethat pollution from shipping in the EU area accounts for 50thousand premature deaths per year. Now technologies canbe put in place to reduce the emissions but increasingpressure from this kind of consideration might cause society

to reevaluate its attitude to global sourcing and raises thepossibilities of more local market solutions. This, allied tothe declared antithesis to global trade suggested bypresident elect Trump might change the ways in whichsupply chains are configured. Other concerns about the riseof China and its approach to territorial waters while USApossibly retreats from its international presence might alsobe a concern.

Political WillAs suggested earlier the issue of addressing the problems ofthe ‘left behind’ communities can be argued as an economicissue or a wider political problem and both groups could bepart of a possible solution. It would certainly be acomplicating factor in the business case for outsourcing ifsome residual costs to contribute to re-training for examplewere to be incurred for the company planning theoutsourcing. On the other hand, even if the politiciansrecognized the need to do something there is the issue ofhow to raise the funds to pay for interventions.

Here again we might need to recognize the need for ‘bigpicture thinking’. Most economies are more or lessdependent on consumer spending to drive at least some(often quite large) portion of their economic activity. Now ifthe ‘left behind’ have no spending power then what is badfor them is also bad for a consumer driven economy. At themoment politicians try and cope by designing ever morecomplex benefits systems but that has its own problems anddefinitely creates an ‘us and them’ differentiation in society.It is from considerations like this that the increased interestin a Universal Basic Income approach is gathering strength.

Much work needs to be done but experiments are beingundertaken in different parts of the world. At one level itallows the ‘left behind’ to still participate meaningfully insociety and perhaps develop the new skills needed for newjob opportunities or make other contributions to society.There is never a shortage of things that could be done in allcommunities if we can find the appropriate incentives tomake it possible.

Narrow, self-interested capitalism on the American andAnglo Saxon model does not seem to be addressing theseconcerns. In Europe, societal benefit has always been moreof a consideration that the Friedman or Gordon Gecko‘Greed is Good’ mantra, so maybe the future could be drivenby a more European vision but the signs are not good if theBrexiteers are truly in charge and other parts of Europe takea similar path!

Environmentalism and the need for peaceful living together on our finite planet so that all of us can benefit, arevalues that are surely more sustainable in the longer run but just as we need in business to look more widely then soalso in our political and wider societies. Perhaps in our own supply chains we can start the process and see if we canjoin with others to grow a more extensive and inclusive network where integration of the individual parts is notnecessarily needed but integration of consideration certainly is.

DouglasMacbeth

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SpecialAnnualReport

SmartYardIn-ProcessOptimizationbyAlgorithm

basedonContinuousRescheduling

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TheContainerTerminalIndustry

Since the mid 50’s of the previous century, trade goods logistics spanning multiple handling ‘modes’ likeocean freight, inland shipping, trains and trucking, standardized on containers in standard shapes andsizes. This made the mode-transition and with that the end-to-end shipping time significantly shorter andincreased the international trade velocity dramatically.

There are currently over 17 millionshipping containers in the world, andfive or six million of them are currentlyshipping around the world on vessels,trucks, and trains. In total, they makearound 200 million trips a year.

With four global leading players(Hutchinson Wampoa, Singapore Ports,Dubai Ports and APM Terminals) some80% of the container terminal marketis covered. APMT operates some 60container terminals globally and some40 inland depots.

Major Container Terminals are grouped inthe dominant ‘source’ countries (e.g.China), the dominant destinationcountries (e.g. EU and USA) and in Hublocations (e.g. Malaysia, Singapore, RedSea).

Size is measured in TEU; Twenty-footEquivalent Unit; meaning that the firststandard size ‘box’ of twenty foot is keptas a measuring unit. Most containers aretwice that size (40 or 45ft) to fit onetrailer for either a train or a truck.Shanghai, the world’s largest containerterminal has an annual throughput ofsome 35 million TEU’s in 2014.

ContainerTerminalsOperations

Any port will operate with the same principals, albeit the emphasis will depend on the function of the port:import, export or transshipment. All ports consist of the same operating entities; a quay so a ship can dock, aquay-crane can lift boxes off- or on a ship. A quay area; where trucks and quay-cranes can exchange boxes.A storage area yard where Yard-cranes can exchange boxes with trucks for storage, a hinterland exchangewhere boxes can be exchanged with inland-shipping, trains or trucks.

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Working a container terminal productively is allto do with the efficient allocation of the variousresources:

• Quay-crane• Horizontal transport• Yard-crane• Storage location• Gate-crane (rail, truck and/or barge)• Human resources

From the above picture anyone can understandhow a box on a ship is picked up by a quay-crane, put on a truck, picked up by a yard-craneand stored.

Inversely, picked up by a yard-crane, put on atruck, brought to a gate-crane and put on atruck, train or barge. Reversely the same.Ideally in any case a box is lifted and droppedthree times: entry, storage, and exit.

A couple of peculiar specifics aroundcontainers: storage.

Containers are stacked, not stored on shelves orracks. So it actually makes sense to really thinkthrough whether the box you put on anotherbox is sure, or very likely to leave that spotbefore the one underneath does. Else youwould need to lift the box twice.

The number of lifts (handlings) times thenumber of containers to be handled determinethe amount and timing of resources.

Knowing the number of containers to beoffloaded, stored and unloaded over a period oftime determines the number and length ofresources to allocate. This is the role ofplanners. They review order bookings and planahead shifts to complete a series of activities.

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RealityHits:PlayingChesswithCenterboardTactics.

Typically a terminal would work with a ratio of one planner to 4 dispatcher; 1:4. A dispatcher issomeone who during the course of the execution of a plan (i.e. in the shift) manages thecontinued execution of the plan, given reality.

What that means is that if a certain box is NOT at its expected location (either on the ship or in theyard), some other boxes need to be handled FIRST. These extra handlings cause problems ofcourse. A dispatcher will try to solve these problems with the least possible effort. He will try andshift the plan around so that a new sequence of ‘events’ will give the same end-result but in adifferent series of steps.

A dear friend of mine is an astute chess-player.He is a grand-master. There is no way for thenext probably hundred years I can beat him at agame. So I play him, knowing I won’t win.Regardless. But I have a plan; I focus my fullattention on the control of the four squares inthe middle of the board: D5, E5 and D4, E4.These four squares form the crossing of the spacebetween his and my pieces and the dominantroutes between the two sides. I call my tactic‘Centerboard Tactics’. With this in mind Ifrustrate him enormously.

It frustrates him because my objective is nolonger to win the game, but to lengthen the timeto play. I just want to prolong my execution thatis inevitable.

For him it is still a reason to play me and see-through the sometimes ‘strange’, un-expectable andat times irrational moves. I got it up to 25 moves one time. A record! Of course an amateur againsta near-pro is no match by any standard. Or is it?

Looking back at Terminal Operations, what has happened with the dispatchers is more or less thesame. They cannot ‘win’ the game anymore; the plan is out the window with the very firstconfrontation of reality as soon as the ship mores and the hatches are lifted. So dispatchers arelike me; they focus on a few ‘holy’ aspects, keeping some metrics satisfied and strive for a highestpossible productivity, given the challenges they face by the exceptions they would need to handle.They focus on their own four squares; centerboard tactics.

DeepBluefirsttobeatKasparov

Deep Blue versus Garry Kasparov was a pair ofsix-game chess matches between world chesschampion Garry Kasparov and an IBMsupercomputer called Deep Blue. The 1997

match was the first defeat of a reigning worldchess champion to a computer undertournament conditions.

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Obviously the game of chess is a limited game. Avast amount of possible moves, routes, plans,strategies but limited in the end. Sooner or later itwas bound to happen that modeling the rules ofchess, given all options at hand, could becalculated by a computer. The construction ofalgorithms; a process or set of rules to be followedin calculations or other problem-solvingoperations. Lovingly called “Algo’s”.

Apparently 1997 was that year. Funny enough 10years prior to the launch of the iPhone which bynow any single one phone (another decade gone)could probably beat Deep Blue. We’ve come toknow this phenomena as Moore’s law.

A third phenomena is equally important; thedigitization of process flows. Over the course ofthe last decade of the previous century and thefirst decade of the current, a massive amount ofprocesses in business were digitized. Massivesystems and the rise of companies like Microsoft,SAP, IBM, Dell and Cisco were based on thegrowing digital registration of events in records,transactions and structured storage throughoutthe enterprise.

With growing computer power, widespread digitalevent-capturing and the ability to develop AND run(near) real time Algo’s because of that gives rise toa whole new chapter in the container industry.

TheOlympicChampionofcontainerterminaloperations;SmartYard

Basically the crux of running a container terminalis velocity. The speed at which you can complete aseries of set tasks is going to allow you leveragethe asset “container terminal” the best. Ideallydone with as little as possible handlings.The handlings require resources and resourcesrepresent cost.

So allocating as few as possible resources whilemaintain the highest possible speed is theOlympic champion of container terminaloperations.

In its core (and concept) it’s simple. In itsexecution it is anything but easy. SmartYardcombines the three digital powers:

1. Computing power2. Digital event capturing3. Algo’s

And drives an iterative planning cycle.Continuously. In short. Previously we would havea “plan”.

This plan consists of the ID’s of the containers tobe offloaded, loaded and stored on the yard.

According to plan, the first box was a box with ID“ABC”, handling “123” and storage “XYZ”. Lowand behold that either box “ABC” was underanother box. Or handling “123” was not availableor storage “XYZ” was taken.

SmartYard just calculated of the total of handlingsand expected handlings and storages for theforeseeable future (for as long as they wereknown in any way shape or form) what to do withthe first box under the hatch.

Then SmartYard re-calculated that same routinefor each and every box it occurred. SmartYard’salgo’s could actually re-calculate the entirethroughput of a port in 2.45 minutes. That’s onceevery 165 seconds.

From a higher level SmartYard did the “Planning”in the pace of “Dispatching” similar to what DeepBlue did to Kasparov and what I tried (butcouldn’t) to my Grand-Master friend.

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As said, easy to explain, very difficult to execute.One of the immediate hurdles we had to take washuman interaction. Think the navigation system ina modern car.

It will guide you through the most obscure citieswith ease however in your home-town you willbeat it at any turn because you know much moreof the specifics of the situation.

Exceptions that are not accounted for in the modelof the algo: a series of traffic lights that neverseem to sync. A school with notoriously latehanging out teenagers you need to avoid.

The Algo in SmartYard wasn’t any different insome respects.

In decisions it took; sometimes after a drop, wayout in the back of the yard, the “system” wouldleave a yard-crane operator just “sit” there fortens-of-minutes (feels like eternity, trust me itdoes) because it’s the most efficient use of theresource.

That’s hard to explain and hard to execute. Shiftleads take decisions on having the best of bothworlds. Like you do in that care. You take a turnagainst the optimal route but still arrive homeearly.

SmartYard is very promising and yield huge results.Promising 100’s of millions of annual operatingcosts savings, it is a massive step forward.

Next steps would include to introduce machinelearning aspects. With a given (static) algo, its nottoo hard to conceive that the knowledge thatexists on the ‘home-town’ aspects of a particularsituation can be adopted in the model.

In fact the algo should learn directly from the shift-lead and weigh its decisions against its results.

That way it could ‘rank’ its suggestions. Like analgo would rank “finds” in a search-engineoperation or in the distribution and allocation ofadvertisement in social media, like Facebook’sedge rank.

Such a new Machine Learning based algo could bename YardRank; a next step up from SmartYard.

________________________________________Geert Jan DirvenSmartYard

Newresearchandthenextsteps

MyLearningsCSCMPAnnualConference

Under the main title "End-to-End Supply ChainSolutions” more than 3,000 executives & SupplyChain professionals from +40 countries meet atOrlando (FL, US) on last week of September.

The event atmosphera is always great: dozens ofpeople self-introducing to others, more than 100top speakers (including tought leaders,academia, executives and Supply Chainprofessionals) sharing their best practices,insights and learnings from real business cases allover the globe.

The Supply Chain topics covered an incrediblewide range of areas, divided in 15 tracksincluding Research, Innovations, Regulations,Integrated SCM, Leadership, Technologies and allthe Supply Chain functions such as: Planning,Procurement, Transportation, Warehousing, andothers.

It was challenging for the attendees to select onetrack to attend and listen while the other 14tracks were held in paralel at same time.

From my perspective a summary of an eventalways come from its TOP QUOTES, the ones thatyou´ll always remember because they contain aclear concise message.

One keynote speaker was Captain Scott Kelly, theHistory-Making US Astronaut and the onlyhuman being who has spent one year in space.

He shared his learning’s on the high capacity ofhuman beings to overcome any challenges, eventhose that may represent greater difficulty,under the title “The sky is not the limit”.

After having succesfully managed to overcomelimits of human endurance, his three key insightswere the following:

"Always look for the things that are unlikely tohappen but would have serious consequences”

"You have to make very small constantcorrections all the time”

"You can never be comfortable with the StatusQuo"

Second keynote speaker was Mr. Seth Bornar,Chief Digital Officer of GE Transportation, whoshared how technology can be used to improvesupply chain management & performance.

While sharing some of his learning’s from hisprevious military experience, he self-answered aquestion: How do you change a military culture?

His answer: In the same way you change anorganization: with metrics. Which is clearly alsoapplicable to SCM.

He pointed that GE is still on the move becauseit´s "constant willingness to reinvent itself as acompany”. GE is the only one still alive of the 12initial Dow Jones Index companies. His mostpowerful quote was:

"Concentrate on the outcomes that matterMOST your customer”

Amongst over than +100 tracks offered, I had theopportunity to listen to executives of leadingglobal companies: Nike, Roland, Siemens,Johnson & Johnson, Coca-Cola, Intel, Staples,L'Oreal, and Mars.

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From them, I want to highlight here these simple butextremely powerful, two insights:

1. The game changers for Supply Chain innovation (byNIKE) are these four:

A. Deploy inventory visibility in the MarketplaceB. Shape demand MarketplaceC. Assign fulfilment to must-win cities and same

day/next-day serviceD. Scale manufacturing agility, speed and

responsiveness

2. “To be high performing you should be competent inboth enhancing Product development & Supplyprocess competences, to reduce risks” by Jorge Calvo(Roland) and Professor Michaya (Japan)

And to finish my summary learnings, I want to brieflyshare about innovations & SC trends that were alsodiscussed in several tracks. Main topics covered wereIoT (Internet of Things), 3D-Printing and Drones.

As many experts pointed, in short time 3D-Printing isthe one impacting more in processes of designing,creating & manufacturing new products.

The 3 key advantages that are enabling 3D-printingare:

1. No cost for complexity: Today you can do thingsthat were previously impossible to design.

2. Extreme Customization: No need to achieveeconomies of scale. You can have unique piecesprinted at very low unit cost, so each customer canget exactly what he/she wants

3. Much easier to test markets, which will bring toeasier zero inventory opportunities

After these three intense days being surrounded bythese huge knowledge sharing opportunities, it´s clearto me that the key personal takeaways are reallyworth the effort of a long overseas trip & thedifficulties associated with “jet-lag”. Attending is notan option but a must.

I want to conclude this summary by highlighting theextraordinary work of CSCMP volunteers who helpthe organization globally. Without them it will beimpossible to achieve level of excellencedemonstrated in this past annual global event atOrlando.____________________________________________Miquel SerracantaEuropean Regional Advisor CSCMPSpain RT PresidentMarketing Process Team Chair 26

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SUPPLYCHAIN,PEOPLE&LEARNINGTOOLKITS

ChoosingtheRightProfessionalTraining

TheDRIVENToolkit

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We are living in the era of educational andprofessional training obsession. Having the rightknowledge and qualifications supported by the righteducational degree(s) and /or certificate(s) is not awishing thought anymore but rather a professionalrequirement of how to secure employmentrelevance in the ever-growing global talentcompetition. It is therefore not a surprise that weare witnessing the rising of “academic andexecutive” training commercialization.

The “right program” selection process is rathercomplex at times even for the most experienced inthe education industry. Questions such as what,where, when, or how to study, become even moredifficult to answer especially when lined with thelevel of credibility and reputation of the educationalprovider. Timing and commitment is yet anotherfactor added to this decision process.

So how do we select among such a wide range ofeducational and professional training alternatives?Is a university program better option than anexecutive program? Is a certification from aprofessional institution more credible than a MOPs?What about internal-organization trainings? Are theybetter than the skill-based coaching programs?How often should a professional opt for newtrainings, degrees or certifications? Is it what isexpected in Europe as a universal requirement?

The truth here is that it does not matter what,where, when, how you study or whether one degreeis more credible than the other. What is important isthat education and training should be used as a toolfor keeping any professional at any level or positionknowledgeable, relevant, creative and productive.

If you want to compete in a marathon you don’tneed to attend the best school but you do need tofollow up on all relevant medical, fitness and trainingequipment updates that will add value to your endgoal. Accordingly, to continue being competitive as asupply chain professional you need to continuously“sharpen the saw”, however not randomly.

The choice of education and training should reflectthe evolution of the professional growth and careergoals.

In other words, each type of education and trainingoptions serve a different purpose and can be the“best” option. Which brings us to the final question:

1. How do we select the best education andtraining alternative?

The answer is by making always a DRIVEN selection.

• Determined: make sure you really want tocommit your time, effort and cost to the specificprogram.

• Relevant: opt for programs that are directlyrelevant to your work.

• Interesting: always select a program that suit yourlearning style.

• Variable: always opt for blended methods oftraining as they are more effective in terms oflearning impact.

• Excellence: always select the educationalproviders which put academic excellence as theirpriority.

• New-Fangled: always select programs andeducational providers that invest on new-fangledtraining content and training platforms.

We may live in the era of education and professionaltraining obsession but it is a necessary obsession.And if it is a DRIVEN one then is can only be highlyrewarding and fun.

_______________________________________Chrisoula PapadopoulouCSCMP Chair of Education

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Supply chain management and logistics is shapedby innovative and disruptive emergingtechnologies. This means that they will have anincreasing impact on the supply chain, byrealizing new efficiencies and by adding valueaccording to the changing customerrequirements.

The main trends have been mapped by DHL inthe report published in 2016 and entitled“Logistics Trend Radar”. According to the report,two main trends are identified:

1. Social & Business Trends;2. Technology Trends.

For the Social & Business Trends category, withthe highest impact trends identified within 5years are:

A. Anticipatory LogisticsB. Omni-Channel LogisticsC. On-Demand Delivery

The first social trend, Anticipatory Logistics, isabout the use of big data within companies toperform predictive analytics for determiningpotential demand before it takes place, in orderto respond faster and to increase the efficiencyand the quality of the supply chain.

The second social trend, the Omni-ChannelLogistics, represents the integration of both on-line and off-line channels existing in the retailsector, within the supply chain network, forcreating an overview of the customer byproviding fast fulfillment, agile solutions, whilemanaging customer service.

The third social trend, On-Demand Delivery,defines the customer as a centric point in thesupply chain, where the last-mile delivery part isessential to be custom-tailored based oncustomer delivery preferences.

TheFutureofLogisticsAccordingly, the Technology Trends category,with the highest impact in the next 5 years, arethe following:

A. Big DataB. Cloud LogisticsC. Internet of Things

The first technological trend, Big Data, representsthe leverage of information gathered fromdifferent supply chain sources in order to providesupply chain visibility, to enhance the operationalefficiency, and to elevate the customerrelationship management by gathering more dataabout the customer and creating tailoredsolutions.

The second technological trend, Cloud Logistics, isan informational enabler, by supporting theexchange of information between the supplychain partners in real-time, by improving theoverall control, and by providing additionalstoring capacity of data, accessible by any supplychain partner, any time, facilitating fulltransparency.

The third technological trend, Internet of Things(IoT), is an intensely discussed topic in the worldof supply chain management due to its potential.IoT enables the connectivity of any physicaldevice with access to the Internet, by capturingdata through sensors. The main benefits of IoTinclude transparency through performancemeasurement and monitoring, cost-reduction byeliminating waste in the supply chain and byoptimizing the asset utilization.

In conclusion, this article informs the supply chainprofessionals of the emerging trends, with a high-impact, within the next 5 years, in order toprovide insight in the latest supply chainmanagement developments, and to enable theirdecision-making process in their organizations._________________________________________Christian PlescaCSCMP Young Professional

Events & Social

Events & Social

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!

Level!1!Cornerstones!of!Supply!Chain!Management!

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SCPro™ Level One: Cornerstones of Supply Chain Management

SCPro™ Level One is the only industry certification that covers the comprehensive supply chain, from end-to-end,and requires candidates to demonstrate their knowledge of the eight Cornerstones of Supply Chain Managementvia a multiple-choice exam.

Professionals with an SCPro™ Level One designation demonstrate a solid foundation of knowledge in all thefunctions of supply chain management. Achieving SCPro™ Certification distinguishes candidates from their peersas supply chain experts with the breadth of knowledge to positively impact an organization. This introductorydesignation also demonstrates a clear commitment to growing one's supply chain expertise.The eight content areas (i.e., Learning Blocks) below with a focus on topics such as concepts, processes, strategies,technology, global, and assessment:

1. Integrated Supply Chain Management2. Demand and Supply Integration3. Supply Management and Procurement4. Manufacturing and Service Operations5. Transportation6. Inventory Management7. Warehousing8. Order Fulfillment and Customer Service

SCPro™ CertificationSCPro™ Certification is a three-tiered program that assesses progressive knowledge and skills across integratedsupply chain activities. This process validates an individual’s ability to strategically assess business challenges andeffectively implement supply chain improvements through the analysis of real-world case studies and developing acomprehensive project plan to achieve results such as a positive ROI.

As of March 2017, the new and improved SCPro™ Certification features the most up-to-date industry intelligenceand virtual learning technology. It is the only program developed in partnership with supply chain experts andacademics and is recognized by both companies and educational institutions as the most comprehensivecertification available in the industry.

1. Leveraged for career growth, SCPro™ is the only industry certification that requires knowledge of the 8learning blocks that comprise the end-to-end supply chain.

2. Demonstrate a skill set beyond the ability to study and repeat information.3. No other program provides the depth and breadth of content and materials you need for a serious

certification.

LevelsofCertificationSCPro™LevelOne:CornerstonesofSupplyChainManagementExamFee:$975;MemberFee:$650Thismultiple-choiceexamassessesyourknowledgeoftheeightelementsofsupplychainmanagement.

SCPro™LevelTwo:AnalysisandApplicationofSupplyChainChallengesExamFee:$1,500;MemberFee:$1,095Thiscasestudy-basedexamassessesyourabilitytoapplysupplychainknowledge.

SCPro™LevelThree:InitiationofSupplyChainTransformationUnlikeanyothercertificationprogram,successfulcompletionofthis“realworld”projectdemonstratesyourabilitytopositivelyimpactanorganizationwithanarrayofsupplychainmanagementskills.

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European Edition

www.cscmpbene lux .org