The event took place in:

Sofitel Hotel,
Terminal 5 London Heathrow Airport

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This year’s session brings a new-perspective view of the situation in metallurgical industry worldwide. Rapidly rising global needs for an accurate production management, with regard to Key Performance Indicators (KPI), such as Delivery performance and Operational excellence, push many of company’s managers to solve difficult daily routine problems. It is clear, who does not want to be just a follower of latest trends in this field and has realistic vision of future, could agree that challenges for improving in practice are supported by modern tools for easy and accurate decision making.

We invite representatives of metallurgic companies from various world countries to share their experiences. This session a great opportunity for everyone who would like to get information or discuss present questions concerning metallurgic production worldwide.

Raising the pressure
on companies’ competitive abilities

The society we live in is referred to as an information society. The speed of business life is increasing, the strong companies grow faster and faster, the weak ones are out of the game faster and faster. The environment of the information society offers more and more opportunities to use one’s competitive advantages, but at the same time it is more difficult to hide the competitive disadvantages. Companies find out that there is more emphasis on efficient management. The ability to find the best solution quickly is valued in gold.

Promptness,
reliability and delivery flexibility...

The market is uncompromising. Long gone are the times when the companies had their own market territories which were very hard to enter from outside. For a long time it has not been enough to just produce and deliver a product which is simply „high quality“. Everyone now expects quality, and those who do not lose out quickly. Quality has become an expectation. When judging a supplier, reliability, promptness and flexibility are the criteria that count more and more. It is these criteria that play an ever greater role in evaluating customer delivery performance.

Minimizing the cost...

The improvement of delivery performance is not to be paid for at any cost. On the contrary, raising delivery performance must at the same time enable further cost reduction. It is therefore necessary to find ways which enable the company to improve it‘s operational parameters, it‘s operation excellence. Hand in hand with the growth of speed, inventories must also be reduced, key assets fully utilized, and operating costs reduced. However ambitious this goal may seem, in practice we meet more and more companies which prove that this is possible, and they a measurable financial harvest thanks to greater competitive strength.

We inspire the best...

These days there is practically no really important company in any field which does not have a project for developing management efficiency in their portfolio of strategic development programs. The best ones have realized that raising the delivery performance and operation excellence is first and foremost a matter of raising management efficiency, and that management efficiency is to a great extent determined by the quality of planning. These companies have designed and implemented such procedures which apply leading edge planning technologies. The plans acquired in this way are durable, efficient and flexible. The projects focused on advanced planning (APS) and supply chain management (SCM) are undoubtedly very demanding projects. However, the results achieved generate respect, and shift the benchmark of performance even higher.