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SAPinsider Virtual Supply Chain Summit

August 17, 2020 by Kelly Kuhlman

Join us at SAPinsider’s Supply Chain Summit on November 17-18, 2020, we will be presenting on the following topics and case studies:


CASE STUDY: How can MRP help you apply the Theory of Constraints (TOC) to drive efficiencies into your business.

Managing constraints in a supply chain is the most challenging and complex piece of the puzzle. Attend this session to learn how to: Maximize MRP usage, understanding and effectiveness to drive business value Use MRP to become proactive rather than constant firefighting (reactive) Maximize supply chain performance and relationships through increased visibility, trustworthy information and MRP

CASE STUDY: Transformed Their Supply Chain Using SAP Best Practices and Improved Inventory Turns by 38%.

Hear how Campbell Soup tackled the transformation challenge to achieve significant benefits by: Standardizing its global SAP supply chain utilizing one system of record, eliminating silos, reducing volatility and increasing stability Developing a governance structure that drove discipline, data integrity and exception management into the supply chain Maximizing standard SAP as a catalyst to drive operational KPI’s and new behaviors into the user community.

Post-COVID. What have we learned from the crisis and how our supply chains need to change to be more agile?

Attend this session to learn how to: Save the day by managing inventory no matter the economic state Manage inventory effectively within the existing investment in SAP Leverage people and processes to apply smart techniques Achieve both service and turns improvements.

CASE STUDY: Delicato Family Wines -The Essential Elements for a Successful and Sustainable Supply Chain Optimization Initiative

One of the most challenging questions to answer as a business leader who has embarked on an improvement project, or as the project manager who delivered the project to the client, is the one that comes a few months after the project has completed and been handed over to the local teams to entrench and operationalize the new approach or behavior: “So, how is it going now? Have the gains been held onto? Are we continuing to improve?” Scalability and growth in production capabilities for a more complex business was important as they aimed to grow production capabilities to serve new market segments, deploy new product lines, meet compliance requirements, improve traceability and improve service levels (i.e. OTIF and reduce time to market). To support their Strategic Vision and Growth Plan the following objectives were formulated: Improve data accuracy, leading to a single source of truth and confidence in decision making Improve alignment between organization and targets Improve product availability and lead time to market Standardize business process and develop user confidence.

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