The move to global manufacturing is no longer a matter of the future. It is now a stark reality for enterprises. Companies are shifting their supply chains and moving manufacturing plants—and moving them again—to seize advantages in costs or to drive faster production.
CEOs faced with increasing demands to improve shareholder value, need a best-in-class solution for managing their global supply chain networks. As they source products from lower cost producers around the world and sell products in diverse global markets, the reality is that the complexity factor in managing supply chains rises exponentially. Many initially used visibility approaches, but these have not worked. The solution for excellence in the global marketplace is the deployment of uniform “like” operations process across the enterprise.
Today’s global manufacturers need a new generation of MES designed to address the local needs of each plant while allowing for the standardization of plant data that feeds accurately and automatically from across the enterprise, up the chain to the ERP system.
At the same time, manufacturers need to drive quality down to the plant floor. For the best-in-class companies, this means being able to develop best practices Centers of Excellence and then deploy those practices anywhere.
Tom Comstock, VP of Marketing for Apriso Corporation can tell your audiences how to accomplish these goals, he will explain how today’s global manufacturers can bring about
· Global management of process and sites
· Uniform standards across the enterprise for tracking, measuring and viewing performance
· Ability to record, report and view production data across the enterprise

Mark Gallant, Senior Manager, Accenture, mark.j.gallant@accenture.com

High-performance businesses have discovered how to use their supply chains to fuel profitable growth.
To avoid being left behind, companies that are not market leaders must build their supply chain—or multiple supply chains, if necessary—around the needs of their customers. They must also tune their supply closely to demand to generate optimal levels of service and efficiency, and ensure that their operations are flexible enough to accommodate inevitable industry and global shifts.

How does partnering in your supply chain help fuel growth while retaining flexibility and create competitive edge?

o partnering yields innovation; action groups and strategic networks with suppliers and customers can yield a mature knowledge sharing, product and service improvements
o partnering improves a company’s ability to adapt and proactively change, position for flexible operations, and mitigate operational risk
o partnering to achieve new capabilities; new levels of mastery enable continuous growth

Companies that find themselves in the category of “high performers” year after year are not able to maintain their status through complacency. To succeed to today’s competitive marketplace, market leaders capitalize on their innovative supply chain as a true competitive advantage.