www.napm.org 800/888-6276 or 480/752-6276, extension 401 Agenda Monday December 3, 2001 Setting the Stage: Purchasing and Supply’s Current and Future States Joseph L. Cavinato, Ph.D., C.P.M. The Organization: Its Focus, Competencies, and Skills Virginia M. Tucker, Ph.D. Networking Dinner Guest Speaker: R. David Nelson, C.P.M., Vice President, Worldwide Supply Management, Deere & Company, Inc., and Chair of the Board, NAPM Tuesday December 4, 2001 Insights into How Your Organization Competes James B. Thomas, Ph. D. Managing for Success in an E-World James B. Thomas, Ph. D. Navigating Competi- tive Dynamics Douglas J. Grimm Open Evening Wednesday December 5, 2001 Competitive Intelligence = Agility Pamela J. Noe 21st Century Management Skills Virginia M. Tucker, Ph.D. Informal Dinner, Southwest BBQ Thursday December 6, 2001 Tomorrow, 2002-2003 Joseph L. Cavinato, Ph.D., C.P.M. Bringing It Home Joseph L. Cavinato, Ph.D., C.P.M. Program concludes at 2:00 p.m. NAPM Becomes ISM, January 2002 In May 2001, the National Association of Purchasing Management’s (NAPM’s) membership voted to change the association’s name to the Institute for Supply Man- agement (ISM). The association, established in 1915, is the world’s leading educator of supply management professionals and is a valuable resource for decision makers in major markets, organizations, and government. This change reflects a recognition of the increasing strategic and global significance of supply management, and becomes effective January 1, 2002. For further information, see NAPM’s Web site at www.napm.org.
Transcript
www.napm.org800/888-6276 or 480/752-6276, extension 401
Agenda
Monday
December 3, 2001
Setting the Stage:
Purchasing and
Supply’s Current and
Future States
Joseph L. Cavinato,Ph.D., C.P.M.
The Organization: Its
Focus, Competencies,
and Skills
Virginia M. Tucker,Ph.D.
Networking Dinner
Guest Speaker: R. David Nelson,C.P.M., Vice President,Worldwide SupplyManagement, Deere & Company, Inc., and Chair of the Board, NAPM
Tuesday
December 4, 2001
Insights into How
Your Organization
Competes
James B. Thomas, Ph. D.
Managing for Success
in an E-World
James B. Thomas, Ph. D. Navigating Competi-
tive Dynamics
Douglas J. Grimm
Open Evening
Wednesday
December 5, 2001
Competitive
Intelligence = Agility
Pamela J. Noe
21st Century
Management Skills
Virginia M. Tucker, Ph.D.
Informal Dinner,Southwest BBQ
Thursday
December 6, 2001
Tomorrow, 2002-2003
Joseph L. Cavinato,Ph.D., C.P.M.
Bringing It Home
Joseph L. Cavinato,Ph.D., C.P.M.
Program concludes at2:00 p.m.
NAPM Becomes ISM, January 2002
In May 2001, the National Association of Purchasing Management’s (NAPM’s)
membership voted to change the association’s name to the Institute for Supply Man-
agement (ISM). The association, established in 1915, is the world’s leading educator of
supply management professionals and is a valuable resource for decision makers in major
markets, organizations, and government. This change reflects a recognition of the increasing
strategic and global significance of supply management, and becomes effective January 1, 2002.
For further information, see NAPM’s Web site at www.napm.org.
December 3-6, 2001The PhoenicianScottsdale, AZ
www.napm.org800/888-6276 or 480/752-6276, extension 401
Presented by
Expanding Supply Horizons
Strategic Leadership Executive Program
Expanding Supply Horizons
Expanding Supply Horizons
During the past year, NAPM and the Center for Strategic Supply Leadership conducted research
with over 100 CEOs, executive vice presidents, and senior vice presidents, in an effort to ascertain
their expectations of “effective supply management.” The research was one-on-one, interview-based,
and included a wide range of industries and locations. While there are many similarities of view-
points, there are also some vast discrepancies between what senior management expects and the
reality of current supply department practices. This program is designed to present senior manage-
ment contexts and approaches to shaping supply management performance. Rather than focus on
best practices and case studies, this program positions supply management by way of senior man-
agement expectations, and evolving and emerging trends in the field.
This program accepts only high-potential individuals who have experience in the field and who
demonstrate the following leadership qualities:
This program is offered to teams of two or more from participating organizations. In order to build a
strong supply management unit, it is important that multiple high-potential individuals participate.
It’s not enough to be on the leading edge. You and your organization must be leaders. Your organi-
zation must consistently satisfy stakeholders. You must strive to set yourself apart yet ensure that
your supply strategies blend into and support the organizational infrastructure.
L e a r n t h e l a n g u a g e .
K n o w t h e a p p r o a c h .
C r e a t e t h e v i s i o n .
S h a r e t h e s u c c e s s .
L e a r n t h e l a n g u a g e .
K n o w t h e a p p r o a c h .
C r e a t e t h e v i s i o n .
S h a r e t h e s u c c e s s .
■ Breakthrough thinking
■ A drive to achieve and succeed
■ Direct communication
■ Decisiveness
■ A market focus perspective
■ Entrepreneurial spirit
■ Vision
■ Willingness to share ideas
■ A strong business background
The Focus:
Understand supply management within the context of today’s competitive positioning. Why
staying the same won’t work.
Become a hybrid technologist/supply manager and create an information vision for supply manage-
ment. Determine the best short- and long-term positioning for your organization through exposure
to information technology and application trends.
Gain techniques for extending the reach and influence of supply management within the total
organization.
Acquire insights into how to speak to your CEO and gain influence for applying greater and more
extensive applications of supply within your organization.
Examine nine critical supply management competencies that effective organizations are targeting
for this decade. Start developing your skills and follow through on evolving skills for development.
Analyze your personal style for driving effective change. Learn to increase your effectiveness while
understanding the culture of the organization within which you and supply management operate
as well as that of the overall organization.
Using a time-tested approach, build a template for high-level change and extending the roles and
influence of supply management within your organization upon returning there.
Day One
Setting the Stage: Purchasing and Supply’s Current andFuture States
Joseph L. Cavinato, Ph.D., C.P.M.
Insights into issues and concerns for the next three to five years for organizations and how they
compete, CEO perceptions, and evolving opportunities for strengthened and new roles for supply
management. Based upon an 11-year interview project now comprising 650 organizations world-
wide, this session presents today’s high-level benchmarks for the field. A main objective is
to identify issues for further development, discussion, analysis, priority setting, and closure.
The Organization: Its Focus, Competencies, and Skills
Virginia M. Tucker, Ph.D.
The growing complexity of business and the increasing pace of change force organizations to
rethink how they must function. Gone is the time when you owned and controlled all competitive
facets of the organization. To meet market demands, today’s world necessitates working in mul-
tiple networked relationships. This session includes a discussion on the role of organizational focus
in aligning efforts and facilitating success. We will examine the skills you need to deliver on your
expectations. And we will determine how to leverage this focus and capability to create value in
the marketplace.
Day Two
Insights into How Your Organization Competes
James B. Thomas, Ph.D.
This session identifies the state of the art in competitive strategy. Through key insights and discus-
sion, discover which strategies are the best for your organization. Develop a road map to align
your supply management philosophy with not only your internal strategies but also your suppliers’
winning objectives.
Managing for Success in an E-World: Aligning Businessand Technology Strategies
James B. Thomas, Ph.D.
As our society embraces the digital age, success, in large part, depends upon an organization’s
ability to quickly and effectively mobilize resources to respond to a range of economic, social,
legal, and technical opportunities. More than ever before, an increasingly “wired” customer is
looking for more convenience, more accessibility, and more responsiveness. The promises and
benefits of the new, digital-based economy are grounded in exciting technologies, altered cus-
tomer needs, and raised expectations. Crafting strategies that take advantage of these new tech-
nologies and simultaneously track changing expectations makes the difference between success
and failure. This presentation is designed to stimulate interest in and explore the issues and oppor-
tunities surrounding strategic IT planning in the 21st century. The focus is on how to strategically
lead and transition your organization into the e-world. As an “e-manager”, learn to focus your
actions and clarify the criteria for success.
Navigating Competitive Dynamics
Douglas J. Grimm
Competitive dynamics abound in every industry — from high-tech to traditional heavy asset enter-
prises. Technology shifts, industry agglomerations and consolidations, and the changing ways in
which suppliers must compete are just some of these fast-paced changes. A key competency for
supply managers is having finely tuned eyes, ears, and antennas along with the decision processes
to navigate these continual shifts resulting in an organizational advantage. This session addresses
the drive taking place in the supplier tiers of the automotive and heavy industry chains and net-
works. This powerful, detailed example is illustrative of many other industries. The session also
includes the short- and longer-term dynamics underlying the move toward industrywide electronic
purchasing and linkage systems.
Day Three
Competitive Intelligence = Agility
Pamela J. Noe
Competitive intelligence is all about learning to see your environment more completely, interactively,
and in realtime in order to make adjustments, and ultimately to get ahead of the latest developments.
In simple terms, it means figuring out what you need to know and what you need to be able to do, in
order to be agile. It is about developing insight from a dynamic, organic, iterative process.
21st Century Management Skills
Virginia M. Tucker, Ph.D.
Your role as a leader in the networked organization requires different abilities than were needed
in the past. Your success depends on your prowess at influencing not only the people who report
to you (who are physically located near you) but also those who may be geographically dispersed.
And, even more importantly, sometimes you must be able to influence those over whom you have
no authority but whom you depend upon to deliver success. In this session, we will look at how you
foster success in your organization; how you define and approach issues; how you lead change; and
how you influence up, down, and across your firm’s relationships.
Day 4
Tomorrow, 2002-2003
Joseph L. Cavinato, Ph.D., C.P.M.
At this point, the program will have included high-level insights into how organizations compete
today as well as how they need to compete to win. The program also covers how organizations are
setting strategies and aligning resources to attain high-level performance results. New technolo-
gies will have been presented as a context for the next levels of application and integration. Market
intelligence, a new and fast-evolving opportunity for supply, presents a future need and role in the
organization. Previous sessions have exposed participants to the various forms of extending their
influence and driving change within their organizations.
This session will build upon all of these to include the following items:
■ Get the inside story through the results of interviews with over 30 CEOs emphasizing their views
of the supply sides of their organizations; contexts and perspectives of senior management and
CEOs.
■ How to extend your messages, contributions, and influence upward and throughout the rest of
the organization.
■ Supply managers as senior business managers today and in the future.
Bringing It Home
Joseph L. Cavinato, Ph.D., C.P.M.
A template is presented at the beginning of the week, which includes areas for each participant
to analyze and integrate for his or her own custom application and use. Its emphasis is upon the
advancement of supply by extending its reach, influence, and strategic contributions throughout
the organization.
■ This session includes debriefings by some of the participants in terms of their identified initia-
tives for growth and influence within their organizations.
■ What’s on the horizon for supply in 2002-03?
■ What are your next steps (professionally and personally)?
■ Insights into sustaining your accomplishments.
Our FacultyJoseph L. Cavinato, Ph.D., C.P.M., senior vice president and NAPM distinguished professor ofsupply chain management, is also a Senior Fellow in the Center for Global Leadership and was aprofessor of business logistics at The Pennsylvania State University from 1978 until 1999. He teachesArizona State University’s MBA and Ph.D. courses on supply chain management, purchasing, andlogistics. His other teaching, executive management, and research activities are in the areas of busi-ness futures, e-business, strategic development, and international business. Cavinato is currentlyco-authoring books entitled The Leveraged Pyramid and Marketplace Intelligence. He has writtenover 160 cases in strategy, inter-organization linkages, purchasing, and value chain management.Cavinato is the director of the Center for Strategic Supply Leadership (CSSL) and is the programarchitect for this seminar.
Virginia M.Tucker, Ph.D., is associate professor of business administration in the Smeal Collegeof Business Administration at the Pennsylvania State University. She received a bachelor’s degreein mathematics from the State University of New York, a Master of Business Administration, and adoctoral degree in business logistics (with a minor in operations management) from Penn State.
In her administrative role, Tucker is responsible for an organization ranked among the world’s bestin executive education. Penn State Executive Programs works with businesses and governmentsaround the world to aid organizations and the individuals within them to be leaders in their com-petitive environments.
Tucker is active as a faculty leader in Penn State Executive Programs offerings, as well as programsoffered by other organizations. Before joining Executive Programs, she worked for Corning, Inc.Her positions there were in marketing and in manufacturing. Tucker’s current research interestsfocus on executive development, educational processes, and action learning; logistics; and strategicleadership. She has presented papers in these areas at many professional meetings and publishedarticles in such journals as the Journal of Management Development and the Journal of Purchasingand Materials Management. She serves on the board of directors of Capstone, is a member of theboard of UNICON (University Consortium for Executive Education), and is past chair of the Confer-ence on Management and Executive Education. Tucker is listed in Who’s Who in Professionals, wasthe recipient of an NAPM Doctoral Dissertation Research Grant, and is a member of the Council ofLogistics Management and ISM.
James B.Thomas, Ph.D., is the dean of Pennsylvania State University’s School of InformationSciences and Technology (IST). Thomas is the first and only dean of an educational program thatwas specifically designed around a vision to build leaders for a digital-based, global economy.Immediately prior to implementing that vision, he served as the senior associate dean of Penn State’sSmeal College of Business Administration. In addition to his position as dean, Thomas holds the aca-demic rank of professor of information sciences, technology, and management.
A specialist in strategic management, organizational decisionmaking, and information technology,
Thomas is the author or co-author of more than 100 articles, book chapters, reviews, and numerous
presentations. This work represents two major themes: cognition and knowledge management
associated with top management team decisionmaking and the relationships between perform-
ance and the strategic alignment of organizational vision, information technology strategy, and
infrastructure. He has been a consultant with numerous companies on the issues of strategic
alignment and has made countless presentations on information sciences education before schol-
arly, industry, and government groups, including the U.S. House Committee on Education and
the Workforce.
Previously, Thomas served as the director responsible for information technology strategic plan-
ning in the Office of the Texas Secretary of State. Prior to that, he was director, responsible for
information management systems, for the Florida Department of State, designing and managing
systems that enabled access to information by users in and outside the agency.
He was named “Outstanding Teacher of the Year” on three occasions while at the Smeal College.
Thomas led or served as a member of over 20 doctoral committees during the last six years. He
also has been involved extensively in executive education around the world.
Douglas J. Grimm, vice president, supply chain management, Metaldyne Corporation, spearheads
the procurement operation and materials management system throughout the organization. He
is responsible for the total acquisition cost from engineering design through strategic sourcing, pro-
curement planning, logistics and order fulfillment and sits on the company’s Executive Committee.
Prior to Metaldyne, Grimm served as vice president of global strategic sourcing for Dana Corpora-
tion, where he oversaw the global purchasing operations that entailed an $8 billion annual buy
covering 320 manufacturing sites in 32 countries for the automotive, heavy truck, and off-highway
original equipment and aftermarkets. Grimm previously spent 10 years with Chrysler Corporation
in various management positions within the procurement and supply office including purchasing,
logistics, and service parts distribution. A 17-year veteran of contemporary purchasing practices,
he also led the purchasing integration of a General Motors/Chrysler joint venture start-up known
as New Venture Gear.
Grimm is at the forefront of B2B e-commerce, speaking to The Conference Board, NAPM, the Institute
for International Research, and various industry-leading seminars. He has worked with e-business
leaders such as Ariba, Covisint, i2 Technologies, IBM, FreeMarkets, and Oracle on vertical and hori-
zontal exchanges as well as internal business reengineering. Grimm holds a BA in economics from
Hiram College in Ohio and an MBA from the University of Detroit. He is a member of the Hiram Col-
lege Alumni Executive Board, the Dana University Board of Regents, and the Manufacturers’ Alliance.
Pamela J. Noe, visiting scholar, The Elliott School of International Affairs, George Washington Uni-
versity, is a senior intelligence officer at the CIA, based in the Non-Proliferation Center, which is
responsible for tracking foreign countries’ developments and capabilities of weapons of mass
destruction (WMD). She is currently teaching graduate-level courses for MBA, law, and interna-
tional affairs students on “Competitive Intelligence“ and “Building Agile Organizations” .
Noe started her career in the private sector as a writer/researcher for UPI and then NBC. She moved
into the public relations field where she was an account executive and corporate officer at Sydney
Morrell & Co., Inc., an international public relations firm. She then shifted her focus to international
relations, joining the U.S. Policy Community at the U.S. State Department. She served at the U.S.
Embassy in Lima, Peru, at the U.S. Trade Office for Latin America, and as one of the U.S. Delegates
to the United Nations in New York. She continued in this field, serving four years as a U.S. diplomat
at the U.S. Embassy in London.
Noe is a frequent speaker at business and government conferences, speaking on the need for agility
and intelligence in both the U.S. government and the competitive corporate arena. She has been
featured in BusinessWeek, quoted in The Wall Street Journal, and will be in forthcoming issues of
Esquire and U.S. News & World Report.
Noe has a dual BA in european history and fine arts, an MA in education, and an Executive MBA
from George Washington University. In 1996, her peers selected Noe as among the “Outstanding
Women of the CIA.”
Scottsdale, Arizona
The Valley of the Sun is home to more five-star/diamond resorts than any other location, is the air-
line hub of the Southwest, and is the destination of choice for more than 12 million travelers
annually. Scottsdale/Phoenix is known as the golf capital of the world with nearly 200 golf courses in
the metro area. During December, the average high temperature in Phoenix is 66 degrees.
As the United States’ sixth-largest city with nearly 1.3 million residents, Phoenix offers a multitude
of cultural and recreational activities. Greater Phoenix gives visitors the opportunity to enjoy a full
range of dining experiences, outstanding museums, galleries, performing arts, horseback riding,
and Southwestern cowboy ambience. The climate makes outdoor activities such as desert Jeep
tours and hot-air ballooning a way of life. Day trips to scenic Arizona destinations like the Grand
Canyon and Sedona are an added benefit.
For more information on the greater Phoenix metropolitan area and other points of interest in Ari-
zona, visit www.arizonaguide.com.
Registration Information
Accommodations — Please make your own hotel reservations. All sessions are at The Phoenician,
6000 E. Camelback Rd., Scottsdale, AZ 85251. For reservations, call 800/888-8234 or 480/941-8200.
Be sure to mention NAPM to receive the special room rate of $195 ($50 for additional guest).
Please make your reservations by November 2, 2001. For more information on The Phoenician,
visit its Web site at www.thephoenician.com.
U.S.Tax Deductions — The U.S. Internal Revenue Service may permit an income tax deduction to
U.S. residents for expenses (including registration fees, travel costs, meals, and lodging) incurred
in pursuit of continuing professional education. Consult your tax advisor for details.
Program Information — NAPM reserves the right to substitute instructors. If the program is not
held for any reason, NAPM’s liability is limited to the program fee. If you register for this program
and you are unable to attend, please notify NAPM Customer Service before the program start date.
Air Transportation — NAPM’s official airline carrier is American Airlines. Call American Airlines
directly, weekdays at 800/221-2255. Please refer to file #S76D1AA. Delta Air Lines also offers a
discount when you purchase your ticket 30 days or more prior to your departure date. Call Delta
weekdays at 800/241-6760. Please refer to file #DMN170480A. Please confirm your conference reg-
istration before making air travel arrangements.
Ground Transportation — You are responsible for your own ground transportation.
Food for Thought — Your full registration includes the following meals and events: Continental
Breakfast, Monday- Thursday; Lunch, Monday-Thursday; Dinner, Monday and Wednesday. Your
confirmation letter will include details for these events.
The NAPM Guarantee — Satisfaction with all programs is guaranteed. If you are not satisfied, a
refund or free program registration will be provided.
Tuition$7,190 USD for two participants from the same organization. $3,200 USD for each additional partici-pant.
Four Easy Ways to RegisterInternet: Register online at www.napm.org.Fax: Transmit completed form with credit card information to 480/752-2299.Mail: Complete the form below and mail with check or credit card information to NAPM
Seminars, P.O. Box 22160, Tempe, AZ 85285-2160, USA.Phone: Call Customer Service at 800/888-6276 or 480/752-6276, extension 401. Please have your
credit card number ready.
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