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Volume  12            Number  3        March  2014    

Center  for  Supply  Chain  Management   John  Cook  School  of  Business   Saint  Louis  University   NEWSLETTER    

INSIDE  THIS  ISSUE   Near-Shoring Gains Tracktion But Skepticism Persist Center Ranks High in Global Survey Feed Back from Our Students March Professional Development Programs Save The Dates Center News Photo Gallery Center Organization and Board Members Center for Supply Chain Office


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Near-­‐Shoring  Gains  Tracktion  But  Skepticism  Persists     High-­‐Tech   Companies   are   becoming   increasingly   interested   in   near-­‐shoring,   bringing   production  closer  to  where    products  are  sold  and  consumed,  according  to  the  fourth   annual   UPS   Change   in   the   (Supply)   Chain   Survey   conducted   by   IDC   Manufacturing   Insights.   The   interest   in   near-­‐shoring   marks   a   shift   away   from   the   dominant   manufacturing  strategy  of  the  past  three  decades,  which  focused  on  putting  plants  in   countries  with  the  lowest  costs.     According  to  this  year’s  survey,  interest  in  near-­‐shoring  among  supply  chain  executives   has   tripled   in   comparison   to   the   2010   survey.   Twenty-­‐seven   percent   of   the   survey   takers  said  they  were  embracing  near-­‐shoring  as  a  strategy.     Of  those  interested  in  near-­‐shoring,  77  percent  said  the  main  reason  was  a  desire  to   improve   service   levels   by   bringing   production   closer   to   demand.   Another   55   percent   said  near-­‐shoring  improved  control  over  quality  and  intellectual  property.     Nevertheless,  nearly  three-­‐fourths  (73  percent)  of  responders  said  they  had  no  plans   to  adopt  this  supply  chain  strategy.  When  asked  why,  50  percent  in  that  group  said  the   cost   benefit   of   manufacturing   in   low-­‐cost   countries   like   China   remained   compelling.   Another   46   percent   said   the   location   of   key   suppliers   remained   a   barrier   to   near-­‐shoring.       The  above  study  is  based  on  an  IDC  survey  of  337  senior  supply  chain  executives  at   high-­‐tech  manufacturers  in  North  America,  Europe,  Asia-­‐Pacific,  and  Latin  America.   A  summary  of  the  study’s  findings  can  be  can  be  found  at­‐UPS-­‐Change-­‐in-­‐the-­‐Supply-­‐Executive-­‐summary.pdf.   Also,  a  similar  story  was  carried  in  CSCMP’s  Supply  Chain  Quarterly,  Q4/2013.      

Center  Ranks  High  in  Global  Survey     Eduniversal,  a  global  ranking  organization  of  masters  programs,  ranks  our  Center  55th   in  the  world,  in  its  report  of  the  World  Best  Master  of  Science  in  Supply  Chain   Management  2013-­‐2014  (­‐    The  Eduniversal  conducts  annual   survey  of  all  master  programs  in  the  world  (156  countries).      In  U.S.  universities  in  this   study,  Saint  Louis  University  ranked  9th.     2

The  Center  for  Supply  Chain  Management  Studies  at  Saint  Louis  University  was  ranked   16h  in  the  U.S.  by  the  U.S.  News  &  World  Report  in  2013.    The  recognition  of  our   programs  is  the  result  of  our  strength  in  linking  our  academic  programs  to  industry   practices  in  supply  chain  management  and  a  strong  participation  by  the  Center’s   Advisory  Board  in  Center  activities.     The  U.S.  universities  in  the  top  100  ranking  of  the  best  SCM  master  degrees  by   Eduniversal  World  Ranking  are:     Purdue  University  (#4)   University  of  Texas  at  Dallas  (#21)   Penn  State  (#35)   Arizona  State  University  (#43)   Case  Western  University  (#45)   Michigan  State  (#48)   Indiana  University  (#50)   University  of  Wisconsin-­‐Madison  (52)   Saint  Louis  University  (#55)   Ohio  State  (#58)   University  of  Maryland  (#62)   University  of  San  Diego  (#66)   Washington  University  in  St.  Louis  (#75)   University  of  Minnesota  (#82)   University  of  MASS  (#90)   Temple  University  (#91)   University  of  Toledo  (#100)  

  Feedback  from  Our  Students     For  the  past  15  years,  the  Advisory  Board,  Instructors  and  Staff  at  the  Center  for  Supply   Chain   Management   Studies   have   strived   for   excellence   in   our   training   and   educational   programs.     Student   feedback   and   comments   from   our   survey   process   at   the   end   of   each  module  has  played  a  significant  role  in  improving  the  quality  and  relevance  of  our   programs.   Whenever   constructive   suggestions   are   made   by   the   students,   the   Center   takes  immediate  corrective  action  to  enhance  our  programs.  This  feedback  is  a  factor   that  has  enabled  us  to  be  recognized  as  one  of  the  top  SCM  programs  nationally  and   internationally.       The   following   are   two   of   the   many   responses   the   Center   receive   3

during   our   effort   to   improve   the   quality   of   our   programs.   We   would   like   to   share   several  recent  student  comments  with  you  for  the  current  ISCM  class.       ‘First   class,   from   initial   contact   through   the   class   instruction,   the   instructors/professor,   class   facilities,   food   services   and   especially   the   class   content   were   equal   to   or   exceeding   similar   courses   I've   attended   at   UNC   Chapel   Hill   and   Stanford.     I   would   highly   recommend   this   class   to   other   prospective   students   and   having   sent   several   of   my   employees   here   previously,   I   intend   to   send   more   as   a   preferred  choice  for  supply  chain  courses.’     ‘Outstanding,   world   class   from   initial   contact   to   end   of   the   class.     I   will   highly   recommend  to  others.’    

  March  Professional  Development  Courses     Title:  Risk  Management  in  Supply  Chain  Operations   Date:  March  7,  2014   Instructor:  Dana  Hullinger,  The  Boeing  Company   Brief  Description:    Risk  management  is  the  identification,  assessment,  and  prioritization   of  risks  (defined  in  ISO  31000  as  the  effect  of  uncertainty  on  objectives,  whether   positive  or  negative)  followed  by  coordinated  and  economical  application  of  resources   to  minimize,  monitor,  and  control  the  probability  and/or  impact  of  unfortunate   events[1]  or  to  maximize  the  realization  of  opportunities.   Cost:  $560   Where:  The  John  Cook  School  of  Business,  Cook  Hall  230     Title:  Strategic  Sourcing  and  Supplier  Relationship  Management   Date:  March  20  &  21,  2014   Instructors:  Kevin  von  Grabe,  LeanCorr   Brief  Description:  Strategic  sourcing  is  an  institutional  procurement  process  that   continuously  improves  and  re-­‐evaluates  the  purchasing  activities  of  a  company.     Procurement  is  the  acquisition  of  goods,  services  or  works  from  an  external  source.  It  is   favorable  that  the  goods,  services  or  works  are  appropriate  and  that  they  are  procured   at  the  best  possible  cost  to  meet  the  needs  of  the  purchaser  in  terms  of  quality  and   quantity,  time,  and  location.   Cost:  $1,120   Where:  The  John  Cook  School  of  Business,  Cook  Hall  230   4

Save-­‐the-­‐Dates       • April  10  &  11,  2014:  Transportation  and  Warehousing  Management   • April  22  &  23,  2014:  Product  Safety  Management  

  Member  discounts  ranging  from  10-­‐30  percent  are  available  to  Center  members  for   these  programs  

  Center  News     Sourcing  is  a  critical  element  in  effective  and  efficent  supply  chains.    You  can  use  the   hyperlink  to  access  a  pubicaltion  from  KPMG  about  Strategic  Vision  of  the  Sourcing   Market  2014  .  

  Center  Programs  and  Registration     You  can  access  the  full  range  of  programs  and  register  at  enter  at  the  Center  for  Supply   Chain  Management  Studies  –  A  Center  of  Distinction.    

  Managing  Inventories  for  Increased  Profitability   Photo  Gallery     Instructor  Ray  Scott  and  the  2014  Spring  ISCM  Class                         5


      Center  Organizations  &  Board  Members  


AEP River Operations Ameren Services

Mr. George Piccioni Mr. Dennis Weisenborn & Mr. Mark Brandt Mr. Gary Welker Mr. Bob Elfanbaum Mr. David Thole, Mr. Steve Georgevitch, & Ms. Joann Franke Mr. Ed Lampitt Mr. Frank Cirimele Mr. Al Middeke & Mr. Joe Ackerman Mr. Jeroen Kanter Mr. Ray Martin Mr. George Morrison Mr. Frank Fischer Mr. Kevin Lawrence Mr. Bob Bielecki Mr. Kevin Mowery Mr. Marty Tendler & Mr. Pete Spanos Mr. Russ Broker Mr. Carlton Adams Ms. JoAnne Levy Dr. John Hamilton Mr. August (Gus) Schaefer Mr. Tom Duwel Mr. Kurt Grimminger Dr. Ik-Whan Kwon

Anheuser-Busch/InBev Asynchrony The Boeing Company Cassidy Turley Company Cass Information Systems Emerson Company Energizer Hodgson Mill Mallinckrodt Pharmaceuticals Mesa Logistics Monsanto Company Nordyne, Inc. Novus International, Inc. Nestle Purina Pet Care OHL Peabody Energy ROi Saint Louis University Underwriter Laboratories UniGroup, Inc. World Wide Technology Ex-Officio

Honorary Members Mr. Bob Drury, Mr. Gerald Hayden, Mr. Jim Kavanaugh, Mr. Tom Olson

Center for Supply Chain Management Office Scott Safranski, Ph.D., Interim Dean 7

Ik-Whan G. Kwon, Ph.D., Director John W. Hamilton, Ph.D., Associate Director Mrs. Dawn DeLaria, Administrative Assistant Center for Supply Chain Management John Cook School of Business Saint Louis University 3674 Lindell Blvd. DS 458 Saint Louis, Mo 63108 Phone: (314) 977-3617 Fax: (314) 977-2068 Email:


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