Bill Stankiewicz Copy Of Vics Newsletter May Final

May, 2010

Cooperation and
Collaboration
The discipline of logistics has evolved over time,
with several domains coming together to produce
a holistic method on managing important
operational aspects of each company. From the
very beginning transportation was recognized as
a key to the development of an industrial region
and in the case of the United States, the
establishment of the states from territories. The
value of warehousing became obvious as
companies began to develop plans to produce to
a forecast and to locate products based on their
economic model.

Transportation and warehousing came together
and was called physical distribution, with
ancillary functions such as forecasting, customer
service, order entry, inventory management
finding a home within a company, with none
being considered to be essential to the success of
the company.

Thought leaders in academia and business came
to realize that by bringing all these disciplines
together companies can be more effective and
efficient. Subsequently other functions were
added, such as forecasting, materials
procurement, operations planning, distribution
requirements planning and materials
requirements under the same management
mantel, which they called supply chain
management.

Change Management
Suffice it to say this area of expertise evolved as
did other functional areas, while recognizing that
http://www.ups.com/bussol?loc=en_US&viewID=metaCategoryView&contentI
D=ct1_solg_met_industry&WT.svl=PNRO_L1 it was important to be successful, organizations
had to avoid becoming paralyzed in functional
silos. Thus collaborative planning forecasting and
replenishment roared on the scene in the mid
90’s with one major company demonstrating
significant value in increased sales, improved
customer service and improved inventory
management.

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The Voice of VICS – 1 of 9 Don’t wait to be great… Collaborate!
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The VICS Monthly Newsletter

Joe’s Corner (Continued)

The point is that to be successful, companies had to normal process of establishing organizational,
decide upon the approach they would use to remain process and technological strengths and
relevant and successful in turbulent times. They had weaknesses. Cross functional means that each
to decide upon the metrics they would use to entity completes a company self assessment.
measure their performance on one hand and the The teams come together to determine
service being provided to their trading partners on company strengths and weaknesses. The next
the other. step is to determine which trading partners
should be named as strategic accounts.
The sum and substance has to do with speed to • After the self assessment, a plan to exploit the
market, visibility and the ability to accurately company strengths and to improve upon the
forecast sales at various points along the supply weaknesses.
chain. This is no easy task, especially if companies • Agreeing on metrics with key trading partners
have become engrained in a silo mentality, internally is really important to success. By arriving at
or with their trading partners and service providers. industry acceptable metrics the disputes
concerning service levels are mitigated.
What has been learned over the years is that the
major challenge to implementation is change It’s of critical importance to understand that a
management. Technology and business processes foundation that has to be established to provide the
are quite capable of making the necessary company with the resources to complete in a
accommodations that must be made to follow a plan complex market place, from sourcing to
to out distance competition. However the other key sustainability, as effectively and efficiently as
enablers are trust and transformation. possible. This can only be accomplished if the entire
organization is committed to education and the
If trust does not exist internally, or externally, the willingness to work toward being the best possible.
prospect of sharing information is practically
impossible. If a company has a strategy of leading Collaborative Business Model
their competitor set with, i.e. speed to market or A company who has followed these principles is
increasing customer and consumer satisfaction, they Lowe’s. Lowe’s is a US based retail company who has
will not be successful by working in a vacuum. over 1,700 home improvement and appliance stores
in the United States and Canada and is serving more
Getting the Basics Right than 14 million customers a week. The company is
There is a continuum, a process that has to be ranked 47 on the FORTUNE 500 list. Lowe’s had a lot
understood for companies to out distance their of success following the above mentioned principles.
competitors and to exceed their customers’ Keep in mind that companies will determine what
expectations. works for them and that there is no set formula.
• Senior Leadership understanding and support. Here are some quotes from a recent joint
Without the support of senior leadership it is presentation Lowe’s made with Black and Decker, a
difficult if not impossible to affect change. major supplier of tools and accessories.
Based on countless case studies it has been • ―We’re working as a team to achieve common
determined that customarily a mid level goals‖.
manager becomes enamored with a particular • ―Data helps us react properly-instead of
program and develops a constituency that guessing‖.
assists in convincing senior management to • ―Data gave us a common language to work
pick up the baton. together without the emotion‖.
• Trust needs to be established by adopting • ―This has allowed us to effectively manage their
guiding principles; for example, every company business with no roadblocks‖.
entity is treated like the best customer, every • ―We have a better understanding of what
request for information is immediately questions to ask‖.
responded to by the involved party and that • ―We’re planning on based on facts… not
due dates are met. assumptions‖.
• The principles of transformation need to be
understood, i.e. how to move from a stoic The results included an improved forecast which,
organization to one that is responsive and increased store sales, reduced inventory, avoided out
trusting, is an art that needs to be understood of stocks and improved customer satisfaction. One
and adopted. of the most salient comments made was ―prior to
• Every organization has to understand the moving to a collaborative business model, there was
barriers that are encountered by the natural tension in the air each time we met to discuss the
reaction to change. Regardless of the business. Now we are working as a team and the
magnitude of the change, if individuals feel tension has evaporated‖.
their normal routine or secure position is
threatened, they will be resistant. Therefore Black & Decker saw additional benefits. They were
the steps required to effect change must be able to resolve issues quickly, they could control and
understood. prevent issues from arising, they drove ownership
• Cross functional self assessment needs to be with each customer team, they gained credibility
understood and become integrated into the

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Joe’s Corner (Continued)
Given a relatively short season for sales, there was
with their manufacturing group and they were able no time to recover and consequently dramatic steps
to support Lowe’s more efficiently. had to be taken. The primary step was to organize
and collaborate internally, obtain the appropriate
It’s easy to see that this was a complete win / win, software and align with their suppliers. The rest is a
fostered by a thoughtful approach to collaboration. very successful history of a great turnaround.

West Marine, the largest supplier of boating Co-operation and Collaboration
equipment and supplies, with $1B in sales, greater It is obvious that what has been discussed in this
that 15% market share and growing at a rate of 40 paper has been the essence of bringing together the
stores per year, embarked on a collaborative benefits derived from effective marketing with
program 4 years ago. It was a thoughtful process, excellent execution of logistics. Marketing is a very
beginning with 20 suppliers and has since grown to comprehensive functional area that includes
over 200. Their primary goals going in were to forecasting, pricing, promotional activities and
achieve 90% on time shipping, greater than 96% in customer satisfaction. As pointed out several times,
stock in every store and forecast accuracy greater no functional area and especially marketing can
that 85%. operate in a silo environment.

The results that West Marine enjoyed included Logistics is the mission critical functional area that
• $23M drop in DC –Logistics expense over 4 requires the cooperation and collaboration of the
years marketing function to be able to deliver on the
• In stock greater that 96% company’s commitment to its customers. Marketing
• On time shipments improved from 30% to has to be aware of the benefit the logistics
80% department can deliver that allows the company to
• Inventory reduced $30 million meet its goals and objectives.
• Supplier focus on customer sales
• Cross-functional problem-solving Marketing and logistics are inextricably linked in
• Holistic solutions take all stakeholders into delivering on the promises that companies make to
account their constituents, share holders, stake holders and
customers. Providing the organizational structure
The move to a collaborative business model played a and compensation program to incent collaboration is
key role in keeping West Marine from going the responsibility of senior management. Companies
bankrupt. Store sales suffered badly after two with forward thinking management are sure to be
acquisitions, primarily because the company could successful.◊
not keep products in stock that were in demand.
All the very best, Joe

Walmart Requires Supplier Efficiency
In a recent Li & Fung, must make sure that their merchandise
article from does not arrive too late, too early, or with the wrong
WalmartHELP quantity of product, and failure to do so results in
entitled Must Arrive by Date Compliance, Walmart the supplier paying a fee of 3% of the cost of goods.
delves into its new must arrive by date requirements As a global leader in supply chain efficiency,
for its suppliers. Innovating, living by, and growing Walmart’s must arrive by date requirements only
from its notorious save money, live better model further boost effectiveness in the supply line,
Walmart recognizes that suppliers choose to use the inventory or overstock costs, and responsiveness to
cheapest transportation to get goods from Point A to customer demand.
Point B. This poses as a problem concerning
compliance with the new must arrive by date These requirements were implemented in January,
requirements and introduces the possible need for but Walmart was found itself late in charging out-of-
change in the transportation model. compliance fees for merchandise that arrived at the
wrong time or with the wrong quantity. Target and
The article from May 13, 2010 explores the new Home Depot have been using this date compliance
policy that suppliers must get their merchandise to a policy with its suppliers for some time now, and have
distribution center or store within a pre-determined seen much success with it.
time frame, or suffer the penalty of paying a fee.
Walmart suppliers, such as Procter and Gamble and The must arrive by date requirements include:
•

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Walmart Help (Continued)

• A four-day arrival compliance window meaning items, and small packages and products for Sam’s
no more than three days prior to the day the Club are currently exempt from the fees. The article
merchandise is due to the merchandise center, shares that Walmart also offers exemptions for
but not one day later than that due date. suppliers who pay for their own freight in less than
• The merchandise cases received within the truckload shipments, but that will eventually change.
must arrive by date delivery must be more Also, if suppliers cancel purchase orders prior to the
than 90% of the merchandise ordered. must arrive by date, late or early arrivals are not
held against them.
High Impact Analytics is an example of one company
that works with manufacturing suppliers who It is also stated that
transport goods to Walmart and Sam’s Club. This manufacturers who ship
company helps to improve planning methods of the goods with truckload carriers,
suppliers and helps them estimate proper lead times as opposed to less-than-
to provide Walmart with their required products in truckload carriers have a
the allotted arrival window. much easier time complying
with the rules because their
The goal of implementing this incentive for suppliers trucks only deliver to one
to deliver goods on time is to cut costs, and location. Less-than-truckload carriers combine
therefore provide goods for less to Walmart shipments from multiple customers into one trailer
customers. The article expresses that stores are no and therefore have multiple deliveries. These carriers
longer acting as warehouses, with an overabundance face the inevitable and inconvenient issue of
of inventory in stock rooms or in trailers behind inconsistency. This is because their goods go through
stores. Instead, Walmart’s ultimate goal is for just in freight consolidators, with sometimes large numbers
time arrival of merchandise in stores. This will allow of variable days. In addition, some goods are
Walmart to restock shelves and serve customers in a delivered by rail, which can be very inconsistent.
cost-effective, more efficient manner.
Tracking compliance for suppliers is not a difficult
The arrival date requirements and minimizing of task, but if there is a problem following the
inventory follows Walmart’s current initiative to compliance rules, resolving this problem can be a
reduce the number of shelves and clear the center struggle. As the article states, a supplier may have
aisles of clutter. As part of the Project Impact to evaluate the entire supply chain if compliance with
initiative, Walmart aims to remodel stores to make must arrive by dates doesn’t improve after changes
them appear cleaner and create easier to shop traffic in lead time estimates have been implemented.
patterns within Supercenters nationwide. Prepaid suppliers must evaluate their current freight
carriers and possibly make changes in order to
ensure that they are shipping on time and with the
right quantity.

It is important to realize also that Walmart does not
penalize each order that is out of compliance with
the must arrive by date. The compliance average is
taken for the entire month and if at least 90 percent
of the merchandise complies with the must arrive by
window in that month, then the supplier is not
subject to fees. So, one order in a month might
arrive late or with only
Neighborhood Market in Bentonville — the first 85% of the ordered
Neighborhood Market and built only 11 years ago — product for that specific
is getting a makeover. Walmart plans to: purchase order, but if
that is the only out of
compliance purchase
• Spend about $1.2 million to enlarge the deli
order for the entire
and fresh meat area
month, then the supplier
• Apply a fresh coat of paint with new gold and
likely has a 90 percent or
green colors
better compliance
• Widen aisles to 7.5 feet from the previous 6
average for that month anyway.
feet
• Add new produce bins that better show off
Walmart’s merchandising strategy to feature Suppliers must keep sharp eyes on their must arrive
fresh categories for shoppers. by date compliance reports, available in Retail Link®
under merchandising. Tracking compliance and
resolving issues is a great way to cut costs and
The new must arrive by date requirements may
prove to be difficult for suppliers. Some suppliers or ensure happy relationships. ◊
items, however, are exempt from the fees right now
as Walmart eases into these new requirements.
Merchandise arriving by air freight, fresh grocery

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Go the Extra Mile, Reduce Chargebacks
Have chargeback fines Display examples of properly prepared boxes
become an issue for your in your shipping area.
success? Is your relationship Regularly post performance metrics in a
with your retailer suffering? Chargebacks are not visible place to reinforce the importance of
only frustrating and unfavorable for you, but also continuous improvement on routing guide
for your retailer customer. The article from Kane is compliance.
Able, Inc. - the CPG logistics specialists-entitled
Want to Reduce Chargeback Fines? Get Personal The Extra Mile:
with Your Customer explores the need for personal
contact and relationship building. The key to
Visit your customer. Be present when the
building a successful relationship is showing you
order is received.
care and getting invested. Kane is Able, Inc.’s
Observe why specifications are important.
monthly idea for April on efficient supply chain
Understand the issues and implications
solutions for CPG products is to go the extra mile
regarding a problem with a label
both figuratively and literally. As the article states,
placement, BOL requirement, or pack
in order to reduce chargeback fines, there are basic
request, through a retail site visit.
practices, principles, and guidelines that you should
Send the right people. Warehouse
follow to make certain you are satisfying your retail
supervisors or people who touch the
customers through adherence to their pre-
product are appropriate and conversant
set requirements. But going the extra mile
with the product.
and actually visiting your customer can have
the biggest impact on reducing
chargebacks. Overall, the article shows that a personal
touch and retail site visit allow the
opportunity to sit, talk, resolve, and grow.
The Basics:
The discussion of historical chargebacks, current
problems, expectation clarification, and
Keep your eyes on retailer websites for improvement methods not only strengthens your
routing guide updates. These documents relationship with your customer, but also
often change without notice. establishes a contact to work with concerning
Train your warehouse staff that each future issues. This contact will trust and respect
customer is special. Help them understand your professionalism. So do yourself a favor, go the
the unique requirements of each individual
customer.
extra mile. It will be worth it. ◊

Harnessing the Synergy of CPFR and S&OP
Recently, Joe Andraski and Fred and those that can successfully harness collaboration
Baumann, vice president of with this critical retail channel will gain a strong
industry strategies at JDA competitive advantage in a crowded marketplace.
Software, were interviewed by
Real Results Magazine about the Fred Bauman (FB): Leading mass-market retailers
value proposition of linking are adopting time-phased forecasting and multi-level
Collaborative Planning, inventory planning capabilities to generate
Forecasting and Replenishment integrated supply chain plans across an extended
(CPFR) initiatives with sales and period of time. This increased visibility also benefits
operations planning (S&OP). suppliers, with the potential to reduce variability,
lower expediting costs, improve perfect-order
metrics, lower safety stock and proactively plan their
Why is there greater interest today around the supply chain to enhance overall customer service,
linkage between CPFR and S&OP? efficiency and margin.

Joe Andraski (JA): Because CPFR and S&OP What are some recommendations for
complement each other and can enable stronger successfully linking CPFR and S&OP?
supply chain links, bringing both processes together
into a cohesive plan can meet and exceed customer (FB): Manufacturers must find a methodology that
expectations, add greater benefits for organizations, ties independent best practices into a holistic process
as well as drive collaboration among all stakeholders that involves all partners in the supply chain process.
to improve overall planning accuracy and optimize Significant transformations have occurred in the
profits. In some cases, mass-market retailers can
represent nearly half of a manufacturer’s revenue,

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Harnessing Synergy (Continued)

marketplace that make the connection of CPFR and while the typical time horizon to support S&OP is 18
S&OP more attainable and valuable, including the to 24 months into the future and is presented in
recent deployment of reliable time-phased order units and currency. Practitioners have found that
planning capabilities by several critical mass statistical models are only as good as the
retailers. These new capabilities enable retailers to environments that they represent and the quality of
provide a view of what they plan to order beyond a the inputs that drive future calculations. Best
single lead time. Importantly, these order projections practices in demand management call for multiple
start with the demand signal at the shelf and are views and perspectives with a statistical model being
translated through the supply chain network, one of many inputs to the final plan. CPFR trading
incorporating all of the logistics constraints of partners can provide validation and additional insight
product flow. Best-practice committees such as VICS that can enhance the statistical forecast and add
realized the importance of this transformation and insight that cannot be captured in a statistical model.
provide an opportunity for manufacturers and their Can you summarize a migration path for successful
trading partners to participate and validate the and effective Collaborative S&OP (CS&OP)?
synergy of connecting CPFR and S&OP processes.
Manufacturers must also ensure that they have (FB): The journey begins in the boardroom. Senior
technology that is scalable and can support a linked management must have a clear understanding of
CPFR and S&OP process. Retro-fitting an emerging how this process is executed and how it helps the
process into an old architecture or application built organization attain strategic and tactical objectives.
for a different purpose will cause more headaches It’s also important to assess demand planning and
than positive results. Scalability is critical as an S&OP processes against best-practice leaders. Utilize
outdated system simply cannot support the industry experts and benchmarking materials to
integration of data at this level of granularity. By identify gaps and opportunities related to your
adopting an advanced enterprise-wide technology current approach. Map your processes to best-
foundation, manufacturers will be practice models and highlight
effective at integrating this data into opportunities and potential ROI to
a unified CPFR and S&OP process. senior management to acquire the
resources for the project plan.
(JA): Manufacturers must take a Companies should also evaluate their
proactive approach to successfully link current technology infrastructure. Build a
CPFR and S&OP. Success or failure in this requirements document that begins with the
integration process hinges on creating a foundation formalized business process developed through the
of support with key trading partners. Without that assessment stage of your migration path. It will be
support and trust, manufacturers will not receive the important to document the scope of the initiative
data and visibility generated by time-phased that includes the trading partners that will be
planning. Manufacturers should accurately portray involved, the number of product families
how the data will be used to drive value to their incorporated and the planning horizon that will be
trading partners. This includes committing to such utilized.
benefits as shorter lead times, higher order fill rates,
improved on-time delivery and lower supply chain (JA): I would add that manufacturers must
costs as a result of sharing this data. designate CS&OP team leads for the deployment and
Cross-functional teams have historically played a execution of the planning exercises. Existing
critical role in the development of a single shared business processes will most likely be well-
forecast and replenishment plan with an assigned entrenched and difficult to change. The CS&OP team
mass-market retail customer. In the past, these leads need to have the leadership and empowerment
teams have not been effective in translating to change the status quo.
consumer-demand data into time-phased order plans
that are integrated into the supply chain. Also, the process should be initiated sooner than
Manufacturers must ensure that cross-functional later. Many companies have accrued great benefits
teams have proven processes for integrating data by working through the process steps even before all
pulled from time-phased demand planning into a data and technology components are fully loaded.
holistic CPFR and S&OP process. This approach helps companies begin to build the
Additionally, companies will need executive integration and communication points between
sponsorship to integrate CPFR and S&OP. It is functions and customers that will be critical to the
imperative that C-level executives make the process ongoing success of the initiative.
a priority to drive organizational change and build a
foundation of trust. Senior leaders will require a
business case that can support the transition to this
new working model. Value-analysis models are
available to assist with quantifying the value to gain Lastly, companies should create a framework that
required resources. fosters continuous improvement. Researching and
documenting the baseline performance of the
organization prior to the kick-off of the CS&OP
How can companies effectively link CPFR and project and then monitoring the ongoing results will
S&OP, given that the planning-time horizons add momentum and continued buy-in to the process.
usually differ?

(JA): The planning horizon for CPFR is usually short
term and is typically completed in weeks or months,
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Harnessing Synergy (Continued)

What is the business value for companies for future demand shifts. There’s a tremendous
harnessing the synergy of CPFR and S&OP? opportunity to be seized by strategically planning
sales and supply through this integrated process.
(FB): Many retailers and manufacturers are still Progressive manufacturers that unify the S&OP and
struggling with excess inventory as a result of the CPFR models into a single process will gain a
economic downturn. As the economy starts to competitive advantage. ◊
improve, however, there is risk that companies
operating too lean will be unable to fulfill orders and
will lose sales by not having a proactive plan in place

Take the Lead on the Road to Recovery
The recent article Realizing the Rewards of Recovery, refining the message if necessary. Overall,
from eTrigue Corp., examines the necessity for a knowing which campaigns are delivering is
recovery plan. With the economic turmoil that this essential to optimizing your marketing spend.
country has seen in the past years many 2. Set Your Target: Defining your target market
organizations have entered what the article calls helps reduce costs and increase sales making
survival mode. The implementation of lean your CFO and sales team happy. By utilizing new
procedures has allowed organizations to preserve automation tools, B2B companies can segment
cash, making it possible for companies to ride out on virtually any criteria and optimize both the
uncertain times. There has however been talk of the level of relevant audience personalization and
beginning of recovery in 2010, and with this campaign effectiveness to generate more sales
potential recovery comes potential opportunity to faster.
improve, grow, and soar. 3. Nurture Your Relationships: Maintaining
timely contact with prospects by reading and
The following trends demonstrate that recently responding to their activity can be a huge
business opportunities are opening up: competitive edge. Using automation tools,
Cisco Systems saw a 23% jump in quarterly companies can automatically deliver messages
profit and 8% gain in revenue. This is and content specifically designed for the
due to the increased spending by information needs of prospects, assuring
consumers on technological goods that messaging is relevant and timely.
and services‖ 4. Prioritize the Real Prospects:
The Commerce Department reported Having sales focus on the right prospects
a rise of 13.3% in business spending will not only maximize revenue, but also
on equipment and software in the minimize the overall cost of sales. The
fourth quarter of 2009 weaning out of unqualified leads allows
There has been 25% more imported for the ability to optimize high-value
cargo volume at major retailer ports personnel. Automated Three Dimensional
A recent online survey study polled Lead Scoring highlights the potential
over 600 B2B marketers showing buyers that have the right demographic
that over 60% of them believe their background, web activity, and timing to
business will start to recover in the signal buyer behavior.
second or third quarter of 2010 5. Respond in Time: Companies
cannot be last to respond when a prospect gets
Businesses need to realize that though they have the green light to move forward on a purchase.
been so concentrated on surviving the recession, Real-time lead alerts are received when a
there is an important opportunity at large; by potential customer visits your website and these
aggressively innovating and planning to lead their alerts provide the sales rep with enough
market sector out of the recession companies have information to assure a timely and appropriate
the ability to come out on top. follow-up.

5 steps to help your organization leverage existing The article notes that the recovery of the economy
resources to benefit from renewed spending in 2010: this year is an uncertainty, therefore companies
need the ability to quickly adapt and respond to both
1. Monitor your Marketing Spend: Truly short-term blips and V-shaped spikes. This still
understanding the effectiveness of your means doing more with less. Sales and marketing
marketing campaign requires detailed web automation can help companies increase
activity tracking through to sale to determine productivity, even if they aren’t in a position to
the true ROI. This tracking allows for commit to added headcount. Many marketers plan to
appropriate investing of marketing dollars and

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boost their budgets in 2010, and the ability to ensure that those dollars are spent intelligently and
Road to Recovery (Continued)

efficiently will be essential to emerging as one of the spending seen in the first quarter will continue to
winners from this recession. increase throughout the year. ◊
The article encourages you to put these five steps to
use for your business, and hopefully the renewed

The Buzz is Building for U Connect 2010

People are talking!!! For the first time ever, ―word of high-energy performance by Grammy award-winning
mouth‖ ranks first as the #1 means by which recording artists, Rhonda Vincent and the Rage.
attendees first heard of U Connect 2010. People are
excited, fully engaged and can’t wait to be in San Track Spotlight: Executive Sessions
Antonio this year. And why shouldn’t they be…U Business leaders want to be the first to know about
Connect 2010 has it all…compelling topics…leading new initiatives that can help them build more visible,
companies speaking on best practices, case studies, secure and sustainable value chains. Don't miss key
and industry initiatives…robust networking sessions such as our Sustainability Panel and The
opportunities….AND a little fun thrown in to balance Future of B2B2C.
it all out!
Learn more about the Executive Sessions at U
Networking Opportunities and Entertainment Connect
U Connect 2010 provides many opportunities to
connect all points of the value chain. If you want to GS1 US and VICS hopes to see everyone in San
meet with key trading partners, VICS or GS1 US Antonio◊
experts and cross-industry peers, U Connect
provides the setting for those connections to happen.
Join us Wednesday evening at the Knibbe Ranch for
great networking and a taste of the Old West with a

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VICS Meetings & Events

Date 2010 Meetings/Events Location

Item-Level RFID Meeting
Jun 7 San Antonio, TX
Details & Registrations

U Connect 2010
Jun 7-10 San Antonio, TX
Annual Conference

Applying Lean Principles Across the Supply Chain
Jun 7-11 University Park, PA
Details

Jun 8 VICS Board of Directors' Meeting San Antonio, TX

VICS Annual Achievement Awards Ceremony & Dinner
Jun 8 San Antonio, TX
Sponsored by Hewlett-Packard

VICS Website Tutorial
Jun 17 Webcast

VICS Logistics Sub-Committee Meetings
July 12-13 Lombard, IL
Hosted by CSCMP

PSU: Supply Chain Collaboration Program
Aug 23-25 State College, PA

Sept 26-29 CSCMP Annual Global Conference 2010 San Diego, CA

VICS Board of Directors’ Meeting
Oct 20-21 Chicago, IL
Hosted by Accenture

VICS CPFR® Certification Program
Nov 9-11 Lawrenceville,NJ
Details

www.cpgmatters.com/vics.html

http://www.bernardsands.com/rpm.asp.

www.vics.org
VICS
Princeton Pike Corporate Tel: 609-620-4590 Websites Joe Andraski Jo Ann Fiordland
Center Fax : 609-620-1201 www.vics.org President & CEO, VICS jfiordland@vics.org
1009 Lenox Dr., Suite 202 Email: admin@lists.vics.org www.emptymil jandraski@vics.org
Lawrenceville, NJ 08648 es.org

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Bill Stankiewicz Copy Of Vics Newsletter May Final

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