APICS Twin Cities Chapter Newsletter
This newsletter has the latest news and updates for 2018.
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Professional Development Meeting
Tuesday May 8, 2018 | 5:00pm - 8:00pm
Earn 1 Certification Maintenance Point for attendance at this event!
Members: $35.00, Non-Members: $45.00, Full-time Students: $15.00
Registration Deadline: 5:00pm on Thursday, April 5, 2018, or until Sold Out! (Registrations after 5:00pm on Thursday, April 5, will be accepted on a "space available" basis. Please call the Chapter Office at 763-413-2513 to register after the posted deadline.)
ADVANCED REGISTRATION & PAYMENT ARE REQUIRED.
Spring Seminar 2018
Precisely Wrong - The MRP Challenge in the 21st Century
Presented by John Melbye, CSCP, CDDP, CDDL
April 24, 2018 | 8:00am - 3:30pm | Hamline University, St Louis Park MN
EARN 7 CERTIFICATION MAINTENANCE POINTS FOR ATTENDING THIS EVENT!
Registration Deadline: 5:00pm on Tuesday, April 17, 2018, or until Sold Out! Registrations after 5:00pm on Tuesday April 17, will be accepted on a "space available" basis.
No refunds or transfers after the Registration deadline onTuesday, April 17, 2018.
ADVANCED REGISTRATION & PAYMENT IS REQUIRED.
SAVE THE DATE!
BECOME AN APICS AMBASSADOR!
The Twin Cities Chapter is building a NEW APICS Ambassador Program to build community and connect with all of our Members, keeping everyone well informed of Chapter events and opportunities.
Would you like to get involved as an APICS Ambassodor for your company? Respond directly to Tony Czerniak, VP of Membership at TONYCZERNIAK@GMAIL.COM
Check out this webinar:
Supply Chain is where it's at...
Check out these current articles that we found quite interesting and relevant:
What are the Next Generation Procurement Skills? - Supply Chain Digest
The Lean Thinker - check out Mark Rosenthal's blog!
Looming Trade Conflict With China Has Some Supply Chain Experts Concerned - Supply Chain Management Review
Thinking Supply Chain - check out the APICS Blog - Insights, analysis and ideas to advance your supply chain. Join the conversation.
Feel free to share your interesting reading on our LInkedIn page
Your Chapter is Platinum!
Chapter Management Excellence is an integral component to enhancing the member experience. Successful APICS chapters provide their members with opportunities for stellar education, career development, and networking.
The APICS Chapter Benchmarking and Reporting (CBAR) program recognizes chapters that have exceeded minimum standards and exemplify excellence in overall chapter management. We are proud to announce the APICS Twin Cities Chapter received the 2016 CBAR Platinum Award designation, an admirable accomplishment for an APICS chapter. As a member of an APICS Platinum Award Winning Chapter, the CBAR designation signifies your chapter’s commitment to providing an exceptional membership experience. APICS Twin Cities Chapter has been recognized with this award for the past 23 consecutive years!
We are pleased to make the benefits of APICS student membership even more accessible to our future leaders in the industry!
Discover Which Program is Right for You!
Calendar of Events
- Spring Seminar 2018, Precisely Wrong - The MRP Challenge in the 21st Century: Tuesday, 4/24/18, 8:00am-3:30pm @ Hamline University (Mpls), Registration Deadline - 4/17/18
- Cycle Counting Inventory Management Workshop: Thursday, 5/3/18, 12:30-4:30pm, Registration Deadline - 4/18/18
- May Professional Development Meeting: Up-and-Coming Talent in Supply Chain, Tuesday 5/8/18, 5:00-8:30pm, Radisson Hotel in Roseville, Registration deadline - May 3
- Demand Driven Planner Program: Tuesday and Wednesday, 5/15/18 & 5/16/18, 8am-5pm, Registration Deadline - 5/8/18
- CPIM Certification Review Part II: Thursday evenings, 6-9pm, 6/14/18 thru 9/20/18 (no class on 7/5), 14 weeks, Registration Deadline - 5/30/18
- CPIM Certification Review Part I: Monday afternnons, 1-5pm, 7/9/18 thru 8/13/18, 6 weeks, Registration Deadline - 6/22/18
Welcome New Members
|Dan||Deeb||Federal Cartridge Company|
|Greg||Gardner||Chandler Industries, Inc.|
|Joshua||Grulke||US Coast Guard|
|Chad||Herrmann||Federal Cartridge Company|
|Staci||Lamminen||Hearthside Food Solutions|
|Thomas||McKenzie||Suez Water Technology & Solutions|
|Abdirizak||Mohamed||Reell Precision Manufacturing|
|Prathika||Shetty||University of Minnesota|
|Ramiro||Torres Rodriguez||Parasole Restaurant Holdings|
|Reid||Jaeger||Interstate Power Systems, Inc|
|Marie||Lunderberg||United Technologies Aerospace Systems|
|Jeff||Martens||Interstate Power Systems, Inc|
|John||Scrivener||Nonin Medical Incorporated|
|Aaron||Swenson||Landscape Structures Inc|
|Mitchell||Breit||Elk River Machine Company|
|Dean||Giroux||Waymouth Farms Inc.|
|Janet||Harriman||United Sugars Corporation|
|Kristen||Mangan||Midwest Sign & Screen Printing Supply Co|
|Emily||Pucuhuayla Canchan||University of St Thomas|
|Jen||Spiegel||Management Recruiters of the St. Croix Valley|
Congratulations Newly Certified Members
- Jody Netzloff, CPIM - Midwest Rubber Service & Supply
- Daniel Casey, CPIM - Bimeda, Inc.
Callan Brown, CPIM - United Technologies
- Benjamin Gundlach, CSCP - Donaldson Company
Daniel Voeller, CSCP - CH Robinson
Board of Directors Column
Will you be competitive in 2023?
The rate of change is accelerating. Will you be able to keep up?
Have you noticed that your customers are becoming more and more demanding? They expect faster deliveries, perfect quality, and low prices on everything. This is not going to change. Customers (this includes all of us as consumers) will become even more demanding in all areas of product/service performance, delivery, and cost.
Competition in supply chains over the next five years will not be in areas of quality and cost. Quality has already become an order “qualifier” in most industries. And although it is always a factor, It is no longer a competitive advantage and cost; it will not be the dominant competitive factor going forward. The companies who will grow and lead their industries over the next five years will be those companies who are faster and more agile than their competitors. Companies such as Amazon have raised the bar for everyone when it comes to speed. Remember when “overnight delivery” was the ultimate? How could that possibly be topped? In many industries today, if you do not have “same day delivery” capability you will lose customers and sales. You may say that you are not in consumer markets that require such fast deliveries so this accommodation is not a factor for your growth and profitability. I beg to differ. When capabilities are changed in one market sector, there is a ripple effect in all markets and industries. If Amazon can deliver consumer products the same day, your customers will also expect you to improve your delivery times regardless of the industry. Whether you are delivering machine parts, medical devices, electronics, sandpaper, or hamburgers the expectation will be for faster delivery.
Along with speed, there will also become more emphasis on agility i.e. responding to changes from the customer. What do you do when the customer decides they want to increase their order of widgets from 50 to 100 or they want to change the mix of widgets (more blues and less reds)? In most industries, the days of not accommodating customer’s requests are over. It is your job as supply chain managers to determine how to manage inventory, service, and productivity in markets that are more and more demanding. News flash: the customer demands will not diminish. Those companies that are capable of handling the increased demands will grow and prosper. Those companies who cannot handle the new normal will gradually lose market share and fail.
What can you do to have a competitive supply chain now and in 2023? The first step must be to properly equip yourself and all of your staff with the proper tools. Knowledge is vital. Understand the current MRP/ERP, DDMRP, TOC, and Lean techniques. Resist the temptation to spend more money on planning and control systems before you educate yourself on these techniques. Be determined and take advantage of the Twin Cities APICS course offerings, whether it’s taking certification classes, continuing education classes, or in-house classes. Commit to increasing supply chain knowledge and skills in your company. In 2023, you will look back and be glad that you made a wise investment in 2018.
THE UN-COMFORT ZONE with Robert Wilson
Back in the early 1990s, the marketing director of a small software company called me in for a consultation to help them with their advertising. She told me that I had been recommended to her by one of their customers, and by one of their vendors. She explained that the company was in crisis. Until recently, they had been very successful. Their software was a business application which served many different types of companies, and they had grown rapidly. During this time, they had enjoyed the tranquility of being the only player in a niche market. Their success inspired the owner of the company to send out press releases and in turn the company received a lot of positive publicity. The publicity, however, attracted the attention of several larger software companies, who upon learning of the lucrative niche market decided to enter it as well. Soon the little software company was losing market share to the larger competitors.
When I first heard their story, I thought of an old joke my father had told me. It was about a little bird who failed to migrate south early enough and was caught in a snowstorm. It’s little wings iced up and it crashed into a barnyard where it looked like it would soon freeze to death. But then a passing cow dropped a load of manure on the little bird. The warmth of the manure thawed out its wings and the little bird was so happy it began to sing. A cat heard the bird, dug it out of the manure, and ate it. The moral of the story, my father said, is just because someone craps on you doesn’t mean they are your enemy; and just because someone takes crap off of you doesn’t mean they are your friend; and when things are going well you should keep it to yourself so that you don’t attract unwanted attention.
On my arrival at the software company, the marketing director led me into a conference room. As I asked her questions about their current marketing strategy, I noticed she kept looking at her watch every minute or so. After about five minutes, she told me that the president of the company wanted to sit in on our meeting. Almost immediately, the door to the conference room flew open, and a burly, florid faced man burst into the room without introducing himself. He walked rapidly toward me, and I assumed he was the president of the company. I rose from my seat and extended my hand in greeting. He ignored my gesture to shake, and slammed a stack of laminated company advertisements on the table in front of me and demanded, "If you know so damn much about advertising, tell me which of these ads worked and which didn't."
I was shocked by his rude behavior and my first thought was, “I’m not taking this - I’m outta here!” My second thought was, “Wait, this could be a lucrative account.” So instead, I took a deep breath and counted to ten. I was a little disconcerted that anyone would question my ability in such an obnoxious way - especially when I had been highly recommended to the company. I had expected my expertise to be accepted because of the word-of-mouth referral. After composing myself, I was able to respond to his request.
This was years before I would teach advertising at Georgia State University, or travel the country giving seminars on how to create advertising that sells. At first I wondered if I could answer his question. He didn’t offer any sales reports or other tangible proof I could use in my assessment. He didn’t tell when, where, or how long he ran the ads. But I had several years experience in advertising, so I believed I should have some idea. I said, “OK, I accept your challenge.” And, I began looking over the six ads he gave me. In less than five minutes, I gave him my answer.
I separated the ads into two piles. The first pile had two ads that were simple, black and white ads with no graphic elements at all - just headline and copy. The second pile had four brightly colored ads with photos, illustrations, and numerous design elements. Pointing to the first pile, I said, "These two ads may have generated a small response, but far from what you hoped for.” I could tell by the look on his face that I was correct. I then pointed to the second pile, and stated confidently, "These four ads generated no response at all."
The company president's mouth fell open and he said, "You're absolutely right.” He then demanded angrily, “How can you know that?”
I tried to explain to him that there is a science to advertising. It’s not rocket science, but there are simple principles of psychology to be followed that insure an ad will work. Most of the ads from the zero response pile had humorous headlines, photos and illustrations that had nothing to do with his product. Beginners, who have watched too many Budweiser commercials, believe an ad has to be funny or clever to get attention. Below the headlines and visuals were dense blocks of copy that would turn away any casual reader. The copy in all of his ads mostly bragged about the company’s growth, and said little about the product other than its features. There was no copy which pointed out the benefits the customer would gain from doing business with this company. By contrast, in a successful ad, the headline and it’s supporting images call out to the target audience letting them know about something beneficial to them.
The greatest failure of his ads was that they did nothing to show how his software would solve his prospective customer’s problems. Advertising is all about problem solving; and people are motivated by solutions to their problems.
After the meeting, I learned from the marketing director that the owner had created those ads himself and had expected me to praise them. When I didn’t, he grew angry. I understood that his anger was really about his company losing market share, but he was also a control freak who had built his business himself, and wasn’t accustomed to accepting advice from others. Needless to say, we did not do any business together. Sometime later, I heard he ended up selling his company to one of his competitors.
The software company owner’s problems seemed to stem from his pursuit of publicity. When you use public relations as a marketing tool, you relinquish control of the message. Advertising is much more expensive, but you control the message and who sees it.
Even though, I didn’t get the job, I learned a lot that day about my ability to diagnose ads which I was able to use in helping other companies. What adverse situations have you encountered, where the silver lining was the awesome lesson you learned from it?
Robert Evans Wilson, Jr. is an author, humorist/speaker and innovation consultant. He works with companies that want to be more competitive and with people who want to think like innovators. Robert is the author of ...and Never Coming Back, a psychological thriller-novel about a motion picture director; The Annoying Ghost Kid, a humorous children's book about dealing with a bully; and the inspirational book: Wisdom in the Weirdest Places. For more information on Robert, please visit www.jumpstartyourmeeting.com.