An agenda built through deep collaboration with our community to ensure every session delivers substance over soundbites. You’ll hear from true subject matter leaders via candid case studies, collaborative roundtables, and varied panel discussions —providing clarity on what’s driving success across the marketing landscape.
Registration and breakfast open from 7:30am, followed by facilitated networking from 8:15–8:45am.
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This session is designed to support efficient, high‑value peer connections through a series of light‑touch formats, including:
• 1:1 peer connects based on shared challenges
• Curated conversation stations
• 'Find someone who' networking game where you grab a persona pin, swap stickers and stories, meet new people
What does it take to build resilient, agile and future-ready supply chains in a rapidly changing world? In this exclusive Reuters-hosted interview, we'll explore the strategies, challenges and opportunities defining the next chapter of supply chain leadership.
This session is hosted by a Reuters journalist under the Trust Principles.
Building adaptable, disruption-ready supply chain networks through visibility, scenario planning, and sustainable design
• Build structural resilience into global supply networks through supplier diversification, nearshoring strategies, strategic inventory buffers, and end-to-end visibility that protect service performance during tariff shifts, geopolitical disruption, and regulatory volatility
• Strengthen risk management across logistics and multi-tier supplier networks with unified visibility tools, live supplier data, and scenario planning capabilities that expose concentration risk, single-source dependencies, and early disruption signals before they escalate into operational failure
• Design more agile and sustainable operations by connecting fragmented data, improving cross-functional decision-making, and enabling faster shifts in sourcing, inventory, transport, and fulfilment strategies to balance continuity, cost, service, and sustainability goals
• Deliver resilience and profitable growth together by orchestrating decisions across planning, manufacturing, logistics, and commercial teams, using connected data and workflows to enable faster cross-functional action without diluting accountability.
• Translate strategy into consistent execution under volatility by simplifying the operating model, clarifying decision rights, and establishing governance, to enable rapid, scenario-based responses to trade shocks, demand swings, climate disruption, and internal transformation - without overreaction.
• Unlock greater value from planning, scenario modelling, and visibility investments by creating a single set of decision signals across the enterprise, while building the leadership behaviours, analytical capability, and culture required to turn insight into action.
Jamal Chamariq, SVP Global Supply Chain - The Estée Lauder Companies
Wioletta Bogus, Chief Operating Officer - Manolo Blahnik
Abdelaziz Salah, Vice President IFP Supply Chain - Kimberly-Clark
Use the break to engage or recharge. Options include:
• Pre‑matched 1‑to‑1 meetings with solution providers, aligned to your specific challenges and strategic priorities
• Relationship‑building conversation stations for focused, peer to peer discussions
• Curated exhibition tours highlighting relevant innovations, led with insight rather than sales
• Dedicated zones to take calls, manage messages, or step back and recharge
• Deliver faster, more accurate decision-making across the end-to-end supply network by integrating AI agents into demand sensing, supplier risk management, and logistics orchestration to improve responsiveness at scale
• Equip supply chain teams with the roles, accountability frameworks, and workflows that AI-augmented operations demand to strengthen execution without eroding human strategic judgment
• Unlock workforce productivity at scale by designing human-machine collaboration models that amplify supply chain expertise to increase efficiency without displacing critical talent
Kris Moris, SVP, Head of Product Supply Global Strategy, Engineering & Ops Excellence - Bayer
Carlos Vazquez, Vice President Global Purchasing & Supply Chain - Stellantis
Helio Serrano, Senior Vice President Chief Supply Chain Global Operations - IFF
• Accelerate enterprise adoption by building trusted data foundations and integrating AI agents into daily workflows, to deliver measurable improvements in forecasting, planning, and operations.
• Ensure safe, scalable implementation by embedding human oversight, governance, and explainability into AI-driven processes, to drive confidence and adoption across supply chain teams.
• Unlock ROI from digital transformation by moving beyond pilots and establishing clear metrics for success, to secure sustained investment and demonstrate value to the business.
• Improve planning accuracy and execution performance by identifying and prioritizing the master and transactional data defects that most distort forecasts, inventory, lead times, and capacity assumptions, to focus remediation on the issues that deliver the greatest planning impact.
• Strengthen cross-functional accountability for planning data by establishing clear business ownership, governance, and shared definitions across functions and regions, to embed trusted data discipline into day-to-day planning decisions.
• Enable scalable, AI-driven decision-making by building a minimum viable, standardized, and governed data foundation that connects fragmented data to operational context, to support explainable, closed-loop decisions in real time
Abhishek Agrawal, Head of ERP - Domino's
In conversation with e2open – WiseTech Global Group
• Detect and respond to disruption in real time by deploying AI agents that monitor, analyse, and act across the global logistics network to minimise operational impact.
• Empower teams to make faster, smarter decisions by combining human expertise with AI-driven recommendations for exception management and dynamic rerouting to improve response speed and accuracy.
• Drive ROI from digital transformation by enabling closed-loop, automated decision-making to deliver measurable gains in service, cost, and resilience.
Volker Rügheimer, Head of Logistics Division - Volkswagen Group
Network design, real estate, and logistics are typically run as three separate decisions, by three separate teams. The cost of treating them that way is sitting unclaimed in portfolios most companies already hold.
The most expensive decision in your supply chain project is one most teams never see coming. By the time real estate enters the room, the strategy is set and the landlord has the upper hand. This session uses one honest, anonymised case study to show exactly how much value that assumption leaves on the table.
Bringing real estate in from day one changes everything — and none of it requires a new building or a network change to get started. Join us to find out where the value is, and how to act on it now.
Kimberley Cordery, Head of Supply Chain Europe - CBRE
• Detect and respond to disruption in real time by deploying AI agents that monitor, analyse, and act across the global logistics network to minimise operational impact.
• Empower teams to make faster, smarter decisions by combining human expertise with AI-driven recommendations for exception management and dynamic rerouting to improve response speed and accuracy.
• Drive ROI from digital transformation by enabling closed-loop, automated decision-making to deliver measurable gains in service, cost, and resilience.
In conversation with Project44
• Improve forecast accuracy and responsiveness by combining AI-driven demand sensing with real-time supply chain, partner, and market signals, enabling earlier detection of disruptions and shifts in customer demand.
• Optimize inventory and operations across the extended supply chain by leveraging connected data, predictive insights, and network-wide visibility to balance service, cost, and resilience.
• Move from insight to action faster by embedding AI into planning and execution workflows, enabling teams to identify risks, prioritize exceptions, and orchestrate responses across suppliers, logistics partners, and customers.
In conversation with OpenText
To ensure you get the best possible opportunity to meet as many executives as possible, we have introduced dedicated meeting and networking time for you to connect with industry leaders without missing a second of the insights and learnings on stage
Â
Elevate and expand your network through specific networking activities:
• Onsite Concierge Meeting Service
• Relationship Building Sessions
• Embed sustainability into supply chain decision-making by balancing product performance, profitability, and environmental responsibility, while creating the governance and cross-functional alignment needed to drive measurable outcomes across a complex global value chain.
• Build visibility and resilience across global supplier networks into carbon, materials, human rights, and due diligence, enabling organisations to respond to increasing regulatory expectations while maintaining operational flexibility and performance.
• Advance sustainable innovation at scale by leveraging materials science, supplier collaboration, and designing for longevity to work toward lower environmental impact while improving durability, customer value, and business growth
Dr. Silke Kemmerling, Global Sustainability Leader, Fabrics Business - W. L Gore & Associates
• Underwrite profitability: Build a lean, cost-efficient operational foundation in preparation for an IPO by stripping out systemic process complexity and balancing the trade-offs between cost, cash, and service levels across product categories.
• Navigate restructuring while keeping engagement high: Lead through organizational and cultural change during large scale restructuring, with a focus on how leaders need to show up differently as teams move through the change curve.
• Move beyond technology hype to focus on execution efficiency: Make thoughtful technology bets that support long term momentum and digital strategy, while continuing to test proof points and drive improvement when investment options are constrained.
Lina Rasmussan, VP Global Supply Chain - Leo Pharma
An intimate, invitation‑only dinner hosted by Reuters Events.
Â
An evening of insightful discussion and peer exchange, set within an exceptional dining experience. This private gathering is designed to foster meaningful conversations around shared challenges, emerging priorities, and practical perspectives shaping the future of supply chains.
Start Day 2 on the right foot! Lace up your running shoes and join fellow attendees for an energising 5K fun run. Whether you're a seasoned runner or prefer a leisurely jog, this is a great opportunity to network, clear your mind, and get your blood pumping before diving into another day of insights and innovation.
• Equip supply chain leaders with commercial frameworks and board-level narratives, to position the function as a driver of growth and competitive advantage.
• Deliver strategic influence by translating operational performance into boardroom metrics, to secure sustained investment in resilience, technology, and talent.
• Build cross-functional relationships and governance structures, to give supply chain a permanent seat at the strategy table.
Ivanka Janssen, COO - Swarovski
Susanne Waidzunas, CSCO - IKEA
Chiara Giulia Laudani, SVP, Brand Value Chain - The Estée Lauder Companies
Execute Transformation at Scale: Align People, Technology & Operations for End-to-End Supply Chain Success
• Align cross-functional teams around shared transformation goals by establishing unified KPIs, accountability frameworks, and communication channels - to accelerate execution and sustain momentum across planning and logistics.
• Integrate digital tools and human expertise by embedding AI, automation, and data-driven workflows into daily operations - so teams can act faster and smarter, without sacrificing strategic judgment.
• Embed transformation into operating rhythms by designing scalable pilot-to-enterprise rollouts, continuous improvement cycles, and feedback loops - to ensure change sticks and delivers measurable impact across the supply chain.
Sarah Dayre, SVP, EMEA Supply & Sweden Operations - AstraZenecaÂ
Hosted by Reuters journalists, this editor's briefing will explore the major developments influencing supply chains and global business today. Join us for expert analysis, fresh perspectives and a look at the trends shaping the agenda ahead.
This session is hosted by a Reuters journalist under the Trust Principles.
How AI Transforms Schneider Electric’s Supply Chain to Power Hyperscale Growth with agility and performance
• Embed sustainability into end‑to‑end supply chain performance by using AI‑driven energy optimisation, circularity models, and low‑carbon ecosystems, to improve efficiency, trust, and resilience at scale.
• Scale AI from forecasting to execution by orchestrating connected planning, decision‑making, and operations across the network, to shift from reactive processes to predictive and increasingly autonomous supply chain flows.
• Design a resilient, multi‑hub operating model by combining regional ecosystems, unified governance, and real‑time data visibility, to anticipate disruption early and deliver reliable, high‑speed execution for hyperscale demand.
Stéphane Piat, SVP GSC Strategy and Performance, Schneider Electric
• Build a future-ready supply chain workforce by moving beyond one-off training and creating a connected learning ecosystem that strengthens functional onboarding, people-leader capability, cross-industry learning, and continuous experimentation at every career stage.
• Turn capability development into operational impact by connecting structured talent programmes with the real challenges facing supply chain teams - from accelerating time to competence and improving end-to-end decision-making, to building the leadership pipeline needed to deliver through constant change.
• Create meaningful, scalable career pathways for new and existing talent by combining graduate development, action learning, immersive leadership experiences, and internal mobility opportunities that equip people with both deep functional expertise and the broader business perspective required to lead the supply chain of the future.
Alina Domnica, Head of Business Operations - Philips
Rajasunath Gondi, Head of Integrated Supply Chain, IGT Systems & Devices - Philips
• Build orchestration architecture that replaces linear supply chain management with dynamic, multi-directional networks, to meet evolving market and customer demands.
• Deliver enterprise agility by connecting supplier, logistics, and customer data into a real-time intelligence layer, to respond before disruption spreads.
• Accelerate commercial performance by deploying digital platforms across the supply network, to turn fragmented relationships into coordinated value-generating ecosystems.
Philippa Hawkes, E2E Supply Transformation Office Lead - Mars Petcare
Alfredo Molin, VP Supply Chain EMEA - Driscoll's
Robert Van der Waal, VP Supply Chain - Sandvik
Registration and breakfast open from 7:30am, followed by facilitated networking from 8:15–8:45am.
Â
This session is designed to support efficient, high‑value peer connections through a series of light‑touch formats, including:
• 1:1 peer connects based on shared challenges
• Curated conversation stations
• 'Find someone who' networking game where you grab a persona pin, swap stickers and stories, meet new people
Use the break to engage or recharge. Options include:
• Pre‑matched 1‑to‑1 meetings with solution providers, aligned to your specific challenges and strategic priorities
• Relationship‑building conversation stations for focused, peer to peer discussions
• Curated exhibition tours highlighting relevant innovations, led with insight rather than sales
• Dedicated zones to take calls, manage messages, or step back and recharge
"An intimate, invitation‑only dinner hosted by Reuters Events.
An evening of insightful discussion and peer exchange, set within an exceptional dining experience. This private gathering is designed to foster meaningful conversations around shared challenges, emerging priorities, and practical perspectives shaping the future of supply chains.
Start Day 2 on the right foot! Lace up your running shoes and join fellow attendees for an energising 5K fun run. Whether you're a seasoned runner or prefer a leisurely jog, this is a great opportunity to network, clear your mind, and get your blood pumping before diving into another day of insights and innovation.
What does it take to build resilient, agile and future-ready supply chains in a rapidly changing world? In this exclusive Reuters-hosted interview, we'll explore the strategies, challenges and opportunities defining the next chapter of supply chain leadership.
Â
This session is hosted by a Reuters journalist under the Trust Principles.
Building adaptable, disruption-ready supply chain networks through visibility, scenario planning, and sustainable design
• Build structural resilience into global supply networks through supplier diversification, nearshoring strategies, strategic inventory buffers, and end-to-end visibility that protect service performance during tariff shifts, geopolitical disruption, and regulatory volatility
• Strengthen risk management across logistics and multi-tier supplier networks with unified visibility tools, live supplier data, and scenario planning capabilities that expose concentration risk, single-source dependencies, and early disruption signals before they escalate into operational failure
• Design more agile and sustainable operations by connecting fragmented data, improving cross-functional decision-making, and enabling faster shifts in sourcing, inventory, transport, and fulfilment strategies to balance continuity, cost, service, and sustainability goals
• Deliver resilience and profitable growth together by orchestrating decisions across planning, manufacturing, logistics, and commercial teams, using connected data and workflows to enable faster cross-functional action without diluting accountability.
• Translate strategy into consistent execution under volatility by simplifying the operating model, clarifying decision rights, and establishing governance, to enable rapid, scenario-based responses to trade shocks, demand swings, climate disruption, and internal transformation - without overreaction.
• Unlock greater value from planning, scenario modelling, and visibility investments by creating a single set of decision signals across the enterprise, while building the leadership behaviours, analytical capability, and culture required to turn insight into action.
Jamal Chamariq, SVP Global Supply Chain - The Estée Lauder Companies
Wioletta Bogus, Chief Operating Officer - Manolo Blahnik
Abdelaziz Salah, Vice President IFP Supply Chain - Kimberly-Clark
• Deliver faster, more accurate decision-making across the end-to-end supply network by integrating AI agents into demand sensing, supplier risk management, and logistics orchestration to improve responsiveness at scale
• Equip supply chain teams with the roles, accountability frameworks, and workflows that AI-augmented operations demand to strengthen execution without eroding human strategic judgment
• Unlock workforce productivity at scale by designing human-machine collaboration models that amplify supply chain expertise to increase efficiency without displacing critical talent
Kris Moris, SVP, Head of Product Supply Global Strategy, Engineering & Ops Excellence - Bayer
Carlos Vazquez, Vice President Global Purchasing & Supply Chain - Stellantis
Helio Serrano, Senior Vice President Chief Supply Chain Global Operations - IFF
• Accelerate enterprise adoption by building trusted data foundations and integrating AI agents into daily workflows, to deliver measurable improvements in forecasting, planning, and operations.
• Ensure safe, scalable implementation by embedding human oversight, governance, and explainability into AI-driven processes, to drive confidence and adoption across supply chain teams.
• Unlock ROI from digital transformation by moving beyond pilots and establishing clear metrics for success, to secure sustained investment and demonstrate value to the business.
• Equip supply chain leaders with commercial frameworks and board-level narratives, to position the function as a driver of growth and competitive advantage.
• Deliver strategic influence by translating operational performance into boardroom metrics, to secure sustained investment in resilience, technology, and talent.
• Build cross-functional relationships and governance structures, to give supply chain a permanent seat at the strategy table.
Ivanka Janssen, COO - Swarovski
Susanne Waidzunas, CSCO - IKEA
Chiara Giulia Laudani, SVP, Brand Value Chain - The Estée Lauder Companies
Execute Transformation at Scale: Align People, Technology & Operations for End-to-End Supply Chain Success
• Align cross-functional teams around shared transformation goals by establishing unified KPIs, accountability frameworks, and communication channels - to accelerate execution and sustain momentum across planning and logistics.
• Integrate digital tools and human expertise by embedding AI, automation, and data-driven workflows into daily operations - so teams can act faster and smarter, without sacrificing strategic judgment.
• Embed transformation into operating rhythms by designing scalable pilot-to-enterprise rollouts, continuous improvement cycles, and feedback loops - to ensure change sticks and delivers measurable impact across the supply chain.
Sarah Dayre, SVP, EMEA Supply & Sweden Operations - AstraZenecaÂ
Hosted by Reuters journalists, this editor's briefing will explore the major developments influencing supply chains and global business today. Join us for expert analysis, fresh perspectives and a look at the trends shaping the agenda ahead.
This session is hosted by a Reuters journalist under the Trust Principles.
How AI Transforms Schneider Electric’s Supply Chain to Power Hyperscale Growth with agility and performance
• Embed sustainability into end‑to‑end supply chain performance by using AI‑driven energy optimisation, circularity models, and low‑carbon ecosystems, to improve efficiency, trust, and resilience at scale.
• Scale AI from forecasting to execution by orchestrating connected planning, decision‑making, and operations across the network, to shift from reactive processes to predictive and increasingly autonomous supply chain flows.
• Design a resilient, multi‑hub operating model by combining regional ecosystems, unified governance, and real‑time data visibility, to anticipate disruption early and deliver reliable, high‑speed execution for hyperscale demand.
Stéphane Piat, SVP GSC Strategy and Performance, Schneider Electric
• Build a future-ready supply chain workforce by moving beyond one-off training and creating a connected learning ecosystem that strengthens functional onboarding, people-leader capability, cross-industry learning, and continuous experimentation at every career stage.
• Turn capability development into operational impact by connecting structured talent programmes with the real challenges facing supply chain teams - from accelerating time to competence and improving end-to-end decision-making, to building the leadership pipeline needed to deliver through constant change.
• Create meaningful, scalable career pathways for new and existing talent by combining graduate development, action learning, immersive leadership experiences, and internal mobility opportunities that equip people with both deep functional expertise and the broader business perspective required to lead the supply chain of the future.
Alina Domnica, Head of Business Operations - Philips
Rajasunath Gondi, Head of Integrated Supply Chain, IGT Systems & Devices -Â Philips
• Build orchestration architecture that replaces linear supply chain management with dynamic, multi-directional networks, to meet evolving market and customer demands.
• Deliver enterprise agility by connecting supplier, logistics, and customer data into a real-time intelligence layer, to respond before disruption spreads.
• Accelerate commercial performance by deploying digital platforms across the supply network, to turn fragmented relationships into coordinated value-generating ecosystems.
Philippa Hawkes, E2E Supply Transformation Office Lead - Mars Petcare
Alfredo Molin, VP Supply Chain EMEA -Â Driscoll's
Robert Van der Waal, VP Supply Chain - Sandvik
• Improve planning accuracy and execution performance by identifying and prioritizing the master and transactional data defects that most distort forecasts, inventory, lead times, and capacity assumptions, to focus remediation on the issues that deliver the greatest planning impact.
• Strengthen cross-functional accountability for planning data by establishing clear business ownership, governance, and shared definitions across functions and regions, to embed trusted data discipline into day-to-day planning decisions.
• Enable scalable, AI-driven decision-making by building a minimum viable, standardized, and governed data foundation that connects fragmented data to operational context, to support explainable, closed-loop decisions in real time
Abhishek Agrawal, Head of ERP - Domino's
In conversation with e2open – WiseTech Global Group
Network design, real estate, and logistics are typically run as three separate decisions, by three separate teams. The cost of treating them that way is sitting unclaimed in portfolios most companies already hold.
The most expensive decision in your supply chain project is one most teams never see coming. By the time real estate enters the room, the strategy is set and the landlord has the upper hand. This session uses one honest, anonymised case study to show exactly how much value that assumption leaves on the table.
Bringing real estate in from day one changes everything — and none of it requires a new building or a network change to get started. Join us to find out where the value is, and how to act on it now.
Kimberley Cordery, Head of Supply Chain Europe - CBRE
• Improve forecast accuracy and responsiveness by combining AI-driven demand sensing with real-time supply chain, partner, and market signals, enabling earlier detection of disruptions and shifts in customer demand.
• Optimize inventory and operations across the extended supply chain by leveraging connected data, predictive insights, and network-wide visibility to balance service, cost, and resilience.
• Move from insight to action faster by embedding AI into planning and execution workflows, enabling teams to identify risks, prioritize exceptions, and orchestrate responses across suppliers, logistics partners, and customers.
In conversation with OpenText
• Embed sustainability into supply chain decision-making by balancing product performance, profitability, and environmental responsibility, while creating the governance and cross-functional alignment needed to drive measurable outcomes across a complex global value chain.
• Build visibility and resilience across global supplier networks into carbon, materials, human rights, and due diligence, enabling organisations to respond to increasing regulatory expectations while maintaining operational flexibility and performance.
• Advance sustainable innovation at scale by leveraging materials science, supplier collaboration, and designing for longevity to work toward lower environmental impact while improving durability, customer value, and business growth
Dr. Silke Kemmerling, Global Sustainability Leader, Fabrics Business - W. L Gore & Associates
• Detect and respond to disruption in real time by deploying AI agents that monitor, analyse, and act across the global logistics network to minimise operational impact.
• Empower teams to make faster, smarter decisions by combining human expertise with AI-driven recommendations for exception management and dynamic rerouting to improve response speed and accuracy.
• Drive ROI from digital transformation by enabling closed-loop, automated decision-making to deliver measurable gains in service, cost, and resilience.
Volker Rügheimer, Head of Logistics Division - Volkswagen Group
• Detect and respond to disruption in real time by deploying AI agents that monitor, analyse, and act across the global logistics network to minimise operational impact.
• Empower teams to make faster, smarter decisions by combining human expertise with AI-driven recommendations for exception management and dynamic rerouting to improve response speed and accuracy.
• Drive ROI from digital transformation by enabling closed-loop, automated decision-making to deliver measurable gains in service, cost, and resilience.
In conversation with Project44
To ensure you get the best possible opportunity to meet as many executives as possible, we have introduced dedicated meeting and networking time for you to connect with industry leaders without missing a second of the insights and learnings on stage
Â
Elevate and expand your network through specific networking activities:
• Onsite Concierge Meeting Service
• Relationship Building Sessions
• Underwrite profitability: Build a lean, cost-efficient operational foundation in preparation for an IPO by stripping out systemic process complexity and balancing the trade-offs between cost, cash, and service levels across product categories.
• Navigate restructuring while keeping engagement high: Lead through organizational and cultural change during large scale restructuring, with a focus on how leaders need to show up differently as teams move through the change curve.
• Move beyond technology hype to focus on execution efficiency: Make thoughtful technology bets that support long term momentum and digital strategy, while continuing to test proof points and drive improvement when investment options are constrained.
Lina Rasmussan, VP Global Supply Chain - Leo Pharma
