PI Apparel 2015

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2015 Program

Day 1 – 23rd June 2015

Delegate Check-in Lobby
Chairman's Welcoming Remarks Room 1
Craig Crawford, IT Strategist, Crawford IT
PI Keynote - Wearable Technology and its Evolution into Broader Fashion Room 1 Session details

Beginning with the first 'screw in stud’ on a soccer boot and invented by its founder over 60 years ago, adidas has been driven by an obsession to help make athletes better. Since 1984 the company has pioneered wearable technology in sports, intent on playing a deeper role in the lives of athletes and, enabling them on the journey to unleash their best.

Today, adidas Digital Sports continues to raise the bar for human potential by combining wearable sensors and wireless technologies to capture and present relevant physical and physiological data, to transform that data into meaningful insights and, ultimately, turn those insights into an action plan.

In this session, Qaizar will share adidas vision for a future where individuals actively manage their sports, fitness and health data to shape their lives. Hear about how adidas plans to innovate for this future state by opening up the miCoach platform to create new opportunities beyond sports into fitness, wellness, wellbeing and health for brand, developers and consumers.

Qaizar Hassonjee, VP, Innovation - Wearable Technology, adidas
Deploying Strategic Initiatives in Maintaining Harley-Davidson's Competitive Edge Room 1 Session details

Harley-Davidson shipped over 260,000 motorcycles worldwide in 2013 and generated $4B in revenue. Their portfolio is complex and is managed by 3 divisions: General Merchandise, Motorcycles and Parts, Accessories & Customization. This product complexity justified the introduction of PLM as a strategic initiative to replace legacy development processes that no longer supported the company's new ways of differentiating themselves. Melvina shares their 3-year PLM story from the why's and the what's to the how's and shows how now, the business planning and enterprise wide systems rely solely on this infrastructure.

  • Gaining leadership support, aligning enterprise-wide best practices and involving key suppliers/partners to make PLM a business priority
  • Changing the culture and mind-set of the people by embedding a clear and concise continuous improvement goal
  • PLM as an enabler of a more customer-centric approach through strategy, structure, process & systems
  • 'Know before you go' - data, people, process and leadership
  • Exploring the pros and cons of an aggressive implementation
  • Harley-Davidson, before and after 
'The Forecast for Supply Chain is Cloudy' Room 2 Session details

Supply Chain Groups are under a huge amount of pressure to be more agile, transparent, flexible and efficient. Internal users, suppliers, partners and retailers are expecting more and more from the supply chain but because most have been built-up over the years in responsive versus preventative manners, what we are left with are very complex landscapes and systems that can't cope with this demand. Glenn Goldstein, J.Jill, joins us to discuss best practices in changing your systems practically.

What are your Supply Chain development options?

  • Starting from scratch - the infeasibility of simply throwing out the old
  • 'Best of breed' systems - relying on vendors to stay ahead of the curve and integration challenges
  • Creating hybrid systems of legacy and new platforms

What is the role of the Cloud in enhancing supply chain efficiencies?

  • Exploring the low investment, high functionality benefits of a cloud-based architecture
  • Creating a stable and flexible architecture for your supply chain partners to integrate into
  • Leveraging the Cloud to buy you simplicity and added value
Making the Business Case for 3D Technology - An Industry Story Room 3 Session details

3D technology has been around for a while now but has caused more significant ripples in the more discrete industries and not in fashion, where its applications have been somewhat limited and scepticism has been rife. But pressures for shorter lead times has led to a 3D evolution and should be on the priority list for all apparel/footwear manufacturers. Margarita Pasakarnis has led the 3D deployment of VF Jeanswear. Whilst the initial area of focus was on reducing physical samples, it soon became clear that 3D's application potential was much broader.

This session will discuss:

  • What were the incentives behind investing in 3D - working with 3rd party suppliers to reduce physical samples
  • How should you approach 3D internally and ensure the cultural buy-in critical for success?
  • Internally marketing 3D as an oasis of creativity and modernization
  • How is 3D being applied within VF? - pattern-making, design, merchandising, fitting
  • Understanding the role of Fit Forms, Fit Models and 3D Avatars in the convergence of the physical and digital world
Focus Group - 'Build over Buy' for Assortment Planning Room 4 Session details

David tried to deploy a bought assortment planning platform in the past; it failed. Problems arose because of a poor partnership and because of difficulties with the change management process. There was no commitment from the business and the list of system requirements kept changing.

Assortment Planning can mean Assortment/Line Planning to some and Line/Financial/Store/Merchandising Planning to others. Without a consistent initial definition set in stone, of course it is to be expected that your strategy won't work if it is constantly deviating from its original course.

David Grant will discuss how he overcame this by developing an internally built assortment tool. Across the enterprise their policy tended to sway towards 'buy over built' always, but in this instance the buy options were just not compatible. With their system being made up of 3 tools, this session will talk about tool consolidation, generating the right cross-functional team, the pilot and the right training/engagement strategy.

Sometimes build is better than buy - is it for you? 

Focus Group - Wearable Technology – Is it for Real? Room 5 Session details

The two "hottest" developments in the softgoods industry today are Wearable Technology and 3D Printing.  

"Nothing can inhibit an idea whose time has come" (quote from Ron Martell). This discussion group focuses on whether Wearable Technology's "time has come".  

  • Is Wearable Technology primarily a laboratory experiment?
  • Has it moved from Innovation to actual Product Development?
  • What is available today and what are the near-term opportunities?
  • Are applications limited to health, military, active sports monitoring?
  • How soon will Wearable Technology become a commercial success and what is required to get it there?  

If these questions are of interest to you or your company, please come along to learn what is going on and exchange ideas with your peers and some of the leading experts.

Melvina Kleverova Zilliox, Design Director, Harley-Davidson
Glenn Goldstein, Director, Corporate and Supply Chain Systems, J.Jill
Margarita Pasakarnis, 3D Design Manager, VF Corporation
David Grant, Vice President, PLM, Design & Supply Chain Systems, Fast Retailing Co., Ltd
Walter T. Wilhelm, Chairman, WWA Advisors
Despina Papadopoulos, Founder, Principled Design / NYU
Morning Refreshment Break Exhibition Hall
Networking 121s Exhibition Hall
How Can PLM Help Facilitate Fast Fashion? Room 1 Session details

Consumer trends are constantly changing and staying ahead of the curve requires careful analysis. Over the past five years, Aeropostale has launched a number of new brands under its namesake; offering home goods, accessories, activewear, and casual wear for teenagers and children. One such brand, the Bethany Mota collection, was launched at the conclusion of 2013. Implementation of YuniquePLM with the company’s cross-functional product development team has enabled Aeropostale to bring the collection from concept to delivery in less than three months.

  • How has Aeropostale leveraged YuniquePLM to shorten cycle times by centralizing and sharing data?
  • Using PLM to share information as early as the pre-positioning phase, when designers begin to flesh out plans for the colors and patterns they want to feature in buy samples
  • Giving sourcing teams and their manufacturers more time to perform preliminary costing via this early sharing of data
  • Starting search early in the process for the right materials - effectively turning vision into reality
Apparel Design and Development Utilizing 3D Technology Room 2 Session details

Apparel Design and Development utilizing 3D technology drives time and cost savings while maximizing decision making. Apparel modelling contains challenges not experienced in other forms of 3D visualization, and requires organizations and teams to think and work differently to unlock its full potential.

The Target Design and Development teams bring together foundational tools related to fabric, body, and materials to create life like samples. Meeting these challenges has allowed teams to visualize garments across a range of categories and genders earlier in the process, thus ensuring smarter and more creative outcomes.

This presentation will share insights into how this was accomplished and the ways that 3D technology can be leveraged to drive greater success in the fashion and retail industry.

Meg Munits, Director, Application Development, Aeropostale, Inc
Alexis Kantor, VP, Apparel & Accessories Product Development, Target
Sandra Gagnon, Director - 3D Virtual Transformation, Target
Enhancing Supply Chain Collaborative Practices Room 2 Session details

Now more than ever the focus for many manufacturers is getting their products to market faster. It is about constant agility and consumer-centricity but this is difficult based upon the season-supported architecture that many have had in place when seasonal lines was the standard. Fast fashion cannot wait for this.

This session will discuss how to ensure collaboration across the supply chain between brands and their suppliers is enhanced to create a more streamlined and effective sourcing, planning and overall supply chain model and in doing so, support a bolstered product development strategy.

Saving 1,000 Product Development Hours & Doubling Efficiency with PLM Room 3 Session details

Ellery Homestyles, a leading supplier of branded and private label home fashion products, began investigating PLM when they saw an opportunity and need to increase efficiency and visibility across their in-house and global supply chain. By reducing time consuming repetitive data entry and gaining invaluable transparency and business analytics, the company was able to unlock $75MM+ of growth without adding any overhead.  In this session, Molly Rammel, Director of Process Improvement at Ellery, shares their implementation story and their PLM strategy while managing the ensuing tremendous business growth.

  • Ellery Homestyles: Before & after PLM
  • Where are we going wrong? - increasing process visibility and control
  • As clear as a muddy puddle - understanding the impacts of real-time analytics & reporting   
  • There are only 24 hours in a day - reducing manual processes and data entry
  • Which one wants it most? - putting competition to work for cost reduction 
Focus Group - PLM Training: Hints, Tips & Super Users Room 4 Session details

The hardship of rolling out a new system does not stop at selection or go-live. Ask any company and they will tell you that it is the cultural engagement, training and buy-in that dominates most of the deployment roadmap and strategy and this is of course because, quite simply, people hate change. The trick is to keep users involved and constantly engaged with what the systems can do and how this might better their roles in the long term.

Caitlin Lanseer heads up the training division for Catherine’s, an Ascena Group brand. This session will discuss how Caitlin:

  • Keeps new system roll-outs more fun and efficient
  • Maximizes user group engagement and championing across their global network and
  • Increases the success rates of new rollout projects and steady state support across all business technology
Stan Przybylinski, Vice President of Research, CIMdata
Molly Rammel, Director, Process Improvement - Strategy & Operations, Ellery Homestyles
Caitlin Lanseer, Manager, Training and Business Technology, Catherine's
Networking Luncheon Exhibition Hall
Myth or Reality? – Can a PLM System Really Deliver Global, Real-time and Seamless Communications where e-mails & PDF’s are Banned? Room 1 Session details

Mens Wearhouse is one of the top 20 retailers in USA with annual revenues in excess of $3billion and 1758 stores. The company carries a full selection of suits, sports coats, furnishings and accessories. With such a wide range of complex products covering many hundreds of thousands of SKU’s per annum it was essential for the company to implement a PLM system capable of managing their development and procurement processes from ‘concept to delivery’.

Will Silveira, Executive Vice President, will:

  • Discuss the challenges of implementing a PLM solution with such a complex range of products
  • Describe how the project was able to deliver real time global communications internally and with their vendors
  • Dispel the myth that emails and PDF’s are still required after a PLM implementation
  • Describe how Mens Wearhouse and Joseph A Bank are merging using DeSL’s PLM and Supply Chain solutions
Military Uniform System Technology – Defense Logistics Agency R&D to Achieve Functionality using 3D Design and Analysis Room 2 Session details

The development of military utility uniforms follows different rules than the development of civil fashion. While much civil fashion focuses on market-driven design, the development of military uniforms starts with functionality which determines materials selection and basic construction features.

For utility uniforms, fit is a component of functionality, and designs must accommodate a wide range of body types and missions.  The Logistics Management Institute (LMI), as a prime contractor for the Defense Logistics Agency, will:

  • Present how Human Solutions is using 3D design and analysis to reduce prototype time and cost and to improve functionality
  • Describe generation of 3D avatars from recent military anthropometric data
  • Explore the use of avatars to simulate uniform sizing and fit
  • Describe 3D analysis to consider the effects of layering and movement
Will Silveira, Executive VP, Manufacturing, Men's Wearhouse
Eric Gentsch, Program Director, Logistics Analysis, Logistic Management Institute (LMI)
Promoting a Supportive Culture for Long-term Process Success Room 1 Session details

PLM is no longer just a technology; whilst the vendor market sell it as a platform only, the cultural impacts and cultural support needed, need to be realized in the very early stages of PLM strategy. Unfortunately PLM is not a plug-in and play process; it requires training, communication, standardized use and ultimately, buy-in, otherwise it is doomed to fail from the start. 

  • Involving key business players in the very beginning stages of the PLM journey to ensure direct benefit realization for the intended user pool
  • How do you win C-level buy-in?
  • Ensuring cultural engagement is a top priority of your PLM roadmap
  • Generating effective training and communication programs and manuals and ensuring these are maintained and updated
Selecting the Right Sourcing Strategy to Sustain Competitive Advantage Room 2 Session details

Ask any fashion brand today what their main challenges are and I think you'd struggle to find anyone that didn't quote reduced costs and speed to market as priority areas. During her time at Macy's Merchandising Group, Inna worked extensively to improve decision-making processes to ensure an effective and productive sourcing strategy that allowed for sustainable competitive benefits. This session will discuss:

  • Generating a sourcing strategy based around your main objective-areas
  • Adapting your strategy and systems to suit the fast fashion production timelines of your partner brands
  • Selecting sourcing areas - working with the right factories, understanding supply/demand and choosing the right production partners
  • Don't let cost sway you - focussing on building a strong partner foundation versus continuously changing to the cheapest options
  • Facilitating a two-way communication stream - making your expectations known and expecting transparency from your network
  • Working with sourcing partners to strengthen social responsibility and compliance 
Panel Discussion - Why is Business Process Innovation Challenging & What Can be Done About It? Room 3 Session details
  • Implementing business solutions not IT solutions
  • Establishing reasonable implementation timelines
  • Communication and managing expectations
  • Implementation workload considerations
  • Having reasonable goals and objectives of the implementation 
  • Ensuring full support of you process innovation
  • Establishing technology relevance  
  • User overload and keeping pace
  • Underestimating the need and the resources for change management 
  • Conducting a full process evaluation with a challenge for improvement
  • Breaking down silos and merging work streams 
David Grant, Vice President, PLM, Design & Supply Chain Systems, Fast Retailing Co., Ltd
Inna Zubashko, Former Director, Global Business Sourcing & Operations, Macy's Merchandising Group
Jeannamarie Cox, COO, WWA Advisors
Cindy Payero, VP, DKNY Wholesale Systems, The Donna Karan Company LLC
Elle Thompson, VP, Product Operations and Process , Marc Jacobs
Walter Wilhelm, VP, Business Process, Black Diamond, Inc
Alma Balling, Director, Product Development , Patagonia
Anne Sanger, Senior Manager, Product Technology, American Eagle Outfitters
Afternoon Refreshment Break Exhibition Hall
Networking 121s Exhibition Hall
Deploying PLM to Help Align Competitive & Supplier Strategies – An SME Perspective Room 1 Session details

Founded in 1996, BM Merchandising Co., LTD specializes in the development, sourcing and manufacturing of young men’s street wear. Due to consistent success in forecasting fashion trend and development of new fabrics and styles, the company has gained a solid reputation and undergone rapid growth. Despite being an SME, BM Merchandising is faced with the same industry pressures as it’s much larger competitors including reduced costs and time to market, but of course is forced to tackle them with fewer resources. By replacing legacy business systems with online technology and new software, the hope was a more centralized information model under a single, easy to use IT solution would streamline the global operation and support current and future growth. After a 3-month evaluation, the all-in-one Simparel Enterprise Solution was selected.

This session will cover:

  • Hosting a mini business process re-engineering process with department heads to recognize the areas of greatest need
  • Exploring the phased roll-out strategy – design & prototyping, development, sourcing & production, sales & marketing, warehousing and distribution
  • Working alongside Simparel to ensure Phase I PLM met their essential requirements including better managed global communication
  • How can the company’s small size be leveraged as an advantage in the competition with larger fast-fashion retailers?
  • Enabling both owned and partnered manufacturing facilities to collaborate directly so essential information is updated and accessible
  • Rolling out PLM with the current season production
  • Understanding the expected benefits in redundancy, inventory accuracy, order error rates, reporting and visibility
Enhancing Visibility of Planning Progress, Strategy and Financial Metrics Room 2 Session details

Black Diamond Inc is a 25-year old corporation that has grown by M&A activity to encompass three major brands: Black Diamond Equipment, POC and PIEPS. When each of these was purchased it of course came with its own unique planning process and as such enterprise-wide visibility of progress, strategy and financial metrics was inaccurate. Walter Wilhelm joins us to discuss their journey to standardize this process and better align product development with overall financial goals to ensure all performance targets are met through PLM. 

  • Why integrate PLM and planning and what is the most effective way in achieving this?
  • Maximizing board-level visibility into costs, profit and performance
  • Facilitating the comparing and contrasting of multiple plans
  • Generating instant insights into trends to support consumer intelligence
How can PLM Facilitate a Truly Global Brand? Room 3 Session details

As businesses become more globalized the more complex they become. In order to compete successfully, they must learn to navigate uncertainty, innovate, and adapt to changing realities as well as new market opportunities.

Randa Accessories, the leader in lifestyle accessories, has taken a comprehensive and enthusiastic approach to align the people, processes, and technologies needed to succeed and sustain a highly competitive global business. The company operates in 11 countries and collaborates with 75 marquee brands; designing and manufacturing neckwear, leather goods, luggage, backpacks, business cases and seasonal footwear. Being able to communicate and collaborate via one central location is amazingly powerful – key stakeholders can keep in touch with their global vendors about their creative direction much sooner in the product lifecycle. 

This session will discuss:

  • What are the challenges to managing such a large global team?
  • How can PLM help a brand have a truly global, well-connected and collaborative supply chain?
  • Mitigating mistakes by ensuring that issues surface before they affect product deadlines
  • Leveraging PLM to foster real-time collaboration amongst vendors and partners

Focus Group - Working with Your Sourcing Network in the Continuous Support of Social Responsibility Room 4 Focus Group - PLM Tool Evaluation & Selection Room 5 Session details

In the 6+ years running up to 2014, Kohl's experienced rapid growth, doubling its penetration into the total business and growing it's value by $7 billion. This growth was however not mirrored by proactive growth in the underlying systems architecture. Instead, the architecture was grown in an ad hoc and more reactive manner with little formally-planned processes or support.

To maintain and support their growth and run more efficiently with regards to process standardization, reduced lead times and enhanced collaboration, they had no choice but to begin evaluating a PLM platform in early 2014. This initial PLM selection journey took 9 months.

This session will look at:

  • Realizing where you, as a company, want to be
  • Using blueprinting to best define what you need from the system
  • Getting into the PLM mind-set
  • Assessing possible options
  • Selecting the best tool for you and your business vision
Beili Liu, Vice President, BM Merchandising Co., LTD
Walter Wilhelm, VP, Business Process, Black Diamond, Inc
Sarah Nagley, Business Systems Analyst, The Safariland Group, LLC
Robyn Howard, Senior PLM Manager, Randa Accessories
Inna Zubashko, Former Director, Global Business Sourcing & Operations, Macy's Merchandising Group
Charlie Holmes, VP, Product Development Analytics & Operations, Kohl's
Panel Discussion - How is 3D Technology Disrupting the Fashion/Apparel/Footwear World? Room 1 Session details
  • Is 3D Technology considered disruptive in today’s fashion world?
  • What are the foundations needed for a successful 3D initiative?
  • If companies don't have a pattern making department how can we use 3D?
  • Who are some of the other stakeholders or cross functional teams who would be either active or passive members of this initiative?
  • How do we take 3D technology from prototyping to an integral part of scaleable production? 
  • What are some of the expected challenges of utilizing 3D Avatar technology in realistically creating product respective to your target market?
  • How can 3D scanning and printing make customized footwear and apparel available to a wide market?
  • How are physical fabric properties imported into the solution.
  • Who are the current leaders in successfully integrating 3D technology into their existing processes and how are they doing this?
Ed Gribbin, President, Alvanon
Steven Madge, Vice President Industry & Global Affairs, Dassault Systemes
Darioush Nikpour, EVP North America, Browzwear
Steve Greenberg, President, Pointcarre
Asaf Landau, CEO, EFI Optitex
Caroline Walerud, CEO & Co-founder, Volumental
Chairman's Closing Remarks Room 1
Craig Crawford, IT Strategist, Crawford IT
Networking Drinks Reception Exhibition Hall

Day 2 – 24th June 2015

Think Tank - Approaching PLM Integration with Compliance for a True Eco-design Room 4 Session details

In the face of ever increasing regulations, the need for swift reaction and adherence is a reality today for apparel makers and recent tragedies in overseas factories have forced manufacturers into a new age of compliance responsiveness.

A well-designed, responsive compliance program enables companies to create winning outcomes for all stakeholders, can create competitive advantage by coupling sustainability frameworks with product lifecycle management strategies and can also maximize visibility into compliance status.

The single biggest challenge to achieve seamless compliance management is the compartmentalization of data from various product lifecycle stages residing in independent silos. Simply put, there is a need to pool data into a common platform from various tools used along the value chain of an organization (ERP, PLM, CRM, SCM etc.). A PLM approach, combined with a compliance-enabled solution, delivers a higher return on investment by providing full regulatory visibility across the enterprise and supply chain.

PLM technologies hold the potential to advance RFA (Retail, Fashion & Accessories) industries toward their sustainability objectives by supporting and optimizing four major functional areas that, together, span sustainability’s triple bottom line of people, planet and profit:

  • Planning for sustainability– PLM supports portfolio and requirements planning and management
  • Design for sustainability– PLM supports designer decision-making around key product attributes that impact product and business sustainability
  • Sustainable manufacturing– PLM includes capabilities for optimizing manufacturing processes and equipment to conserve power, water and other resources consumed in production
  • Governance, compliance and reporting– PLM provides a managed information backbone to support these issues cradle-to-cradle

During this discussion we seek to:

  • Identify the challenges that regulations and initiatives create
  • Explore the range of technologies, entrenched and emerging alike, now being evaluated and adopted
  • Explore the value of PLM in meeting these challenges today and going forward
Think Tank - The Importance of Omni Channel Business Intelligence (BI) in Today’s Marketplace Room 5 Session details

During this session, we will discuss how Omni Channel BI is different from traditional BI along with the benefits it provides.

  • Comparing traditional and Omni BI perspectives
  • Why is it different?
  • What to measure?
  • How to measure?
  • What are the data sources involved?

Areas of discussion:

  • What is your knowledge of Omni Channel BI?
  • Does your organization view Omni Channel as a strategic initiative and are they committed to achieving their Omni Channel goals and objectives?
  • What is your organization’s view of Omni Channel BI?  Is a single view of the customer important to your organization?
  • What organizational and technical challenges exist to achieving your Omni Channel BI goals?

Can you accurately answer the following questions in an easy-to-understand and timely basis?

  • The business value of your CRM?
  • The added value of your Omni Channel workflows?
  • The value of your interactions in social sites?
  • The value of your customers?
  • The various ways a customer adds value and how to measure them?
Ravi Metrani, Managing Principal, Acnovate Corporation
Amir Khan, CTO, Retail Division, Visionet Systems
Orryn Sledge, SVP, Professional Services, Visionet Systems
Chairman's Welcoming Remarks Room 1
Craig Crawford, IT Strategist, Crawford IT
PI Keynote: ‘Seeing the Unseen’ – Combining Science and Design to Create A New World of Materials Session details

Consumers are oblivious to the technology and material science that goes into the creation of the fashion/apparel garments and footwear they buy and wear. Whilst this technology is impressive, a London-based company called ‘T H E U N S E E N’ is working hard to take this to the next level by combining Chemistry with Materials.

T H E U N S E E N is a team of varied talent including anatomists, engineers, chemists and cutters that blend biological and chemical matter into the materials they use. Having worked with brands including Swarovski Gem Stones, Hendricks Gin, Airbus and more, their newest project has seen the creation of an environmental-reactive ink that, when used in clothing, changes colour through the RGB scale upon contact with the air around the wearer. Be it through air turbulence, air temperature or even brain-usage patterns and heat, what appears initially as a line of ornate high-end black couture pieces transform into vibrant, chameleon-like greens, blues and purples as the clothes, the human and their habitat begin to interact and react.

Lauren Bowker, T H E U N S E E N founder and Material Alchemist, will join us to show case her vision, collaborative work and potential applications before ending with a live demonstration of how these materials truly work.

Lauren Bowker, The Material Alchemist, T H E U N S E E N
Keeping Process Deployments Fresh, Exciting and Engaging Post-implementation Room 1 Session details

Regardless of how solid your deployment strategy is, once in place, user disillusionment surrounding your PLM begins, on average, at about the 6 month mark. There are always things that the users want to improve, change or suggest and the job of the PLM core team is to ensure the excitement and momentum around the system are maintained whilst the system is changed. The challenge becomes twofold - how do you make physical system enhancements and address the gaps in the process whilst sustaining your user group engagement and buy-in? This session will focus on one important message: it is ok to have been wrong and to have made mistakes during the original implementation as long as you are willing to switch gears and ensure forward movement is maintained.

  • Understanding the Lane Bryant and Catherine's PLM journey to date
  • How do you keep the PLM buzz going?
  • Supporting ongoing user engagement and training
  • Sustaining excitement and momentum
  • Maintaining higher level buy-in and support
  • Optimizing the delivery of new features and functions without impeding daily roles and responsibilities
  • What is next for PLM at Lane Bryant and Catherine's? - exploring capability expansion and maturing into new business areas
Better Aligning Supply Chain Processes with PLM Room 2 Session details

Regardless of industry, visibility of profit and margins is of course essential in shaping the next decision made and steps taken. ERP tends to be the go-to supply chain technology for all things transactional and PLM for the earlier stage product development process. Most simply integrate the two and they continue to work in their own respective ways in parallel. This works but Maidenform has taken this one step further and instead, actually modified the way they even think within PLM. Rather than being design focussed, PLM for them has changed and is now a financial, supply chain-driven model to better shape portfolio and profitability.

By rethinking the PLM process from a design focused activity to an integrated corporate process this session will show how to:

  • Build Great Brands that connect consumers with amazing products and experiences
  • Inspire organizations through inclusion, celebrating diversity and enabling cross functional teamwork to achieve extraordinary results
  • Deliver exceptional returns for shareholders 
Finding the Planning Identity Room 3 Session details
  • Exploring the varied industry definitions of Planner (i.e. Retail or Wholesale) 
  • Choosing a method of planning by channel: Brick & Mortar vs. E-Commerce vs. Multi- or Omni- Channel 
  • Differences and/or similarities between Financial, Merchandise, and Inventory Planning 
  • Taking a Bottoms-up or Top-down approach 
  • Fully defining the role of Planner 
Focus Group - Rolling out PLM into the Supply Chain Group Room 4 Session details

At Black Diamond Inc, the Supply Chain Group had been struggling; because of their diverse and complex global networks, they found that their workforce were often side-lined by essential but non-value added activities, constantly trying to manage product data from vendors, suppliers, their own internal systems and so on. Because this additional responsibility was not a priority for many, the data collection and management was inaccurate and it was overall supply chain visibility that was suffering as a result.

In this session Walter Wilhelm will discuss the role of PLM as a more integrated piece of the overall supply chain and how this aims to enhance true visibility into each product they manufacture and sell.

Nicole Jones, Director, Product Development Technologies, Lane Bryant
Nicole Iasiello, Former VP of Planning, Domestic Forecasting/Global Sourcing, Maidenform
Richard Hansen, Division COO, Donna Karan Intimates & MF International, Maidenform
Louise Neslin, Senior Manager, PLM & Analytics, Marc Jacobs
Walter Wilhelm, VP, Business Process, Black Diamond, Inc
Morning Refreshment Break Exhibition Hall
Morning 1-2-1 Meetings Exhibition Hall
PLM Mobility - Myth or Reality? Room 1 Session details

51% of US Adults and 43% of EU Adults are “super connected;” they are accessible across multiple devices for the whole of their waking day. Outside of the office we use our mobile phones for virtually everything, but when we get to work are we getting as much out of them as we can?

PLM was originally invented to build rocket ships.

Smartphones today have more computer processing power than Apollo 11 (which put man on the moon).

Isn’t it about time PLM became mobile?

Join collaborative IT strategist Craig Crawford as he examines what super connected means to PLM.  

  • Can PLM be truly mobile?
  • Why is multi-screen technology needed at work?
  • How can mobility improve productivity, performance and profit?
How Can PLM Help Streamline Processes from Initial Design Right Through to Digital Sales Catalogues? Room 2 Session details

Two years ago and after an extensive PLM vendor evaluation, EILEEN FISHER selected a PLM system that supported design development through to production. At the current point in the implementation, the PLM team has delivered tools to multiple creative teams and are now focusing on technical design and manufacturing.  Nicole Kaluzne joins us to share:

  • How can PLM accommodate all methods of designer sketching: hand sketching to digital CADs?
  • Is it possible to streamline key business operations utilizing an Adobe Illustrator extension?
  • What impact can a PLM AI extension have on process redundancy? 
  • How can PLM support design development and enhance merchandising and sales practices?
Focus Group - Transitioning between Innovative Textile Design Technologies Room 4 Session details

Let us liken the selection and utilization of a textile design technology to that of choosing a stove: if all you need to do is boil water, then selection is easy; you need something simple and low-cost. If however you are a wonder-baker and use your stove for more complex activities, then you need to invest in a more complex, and subsequently more expensive, design. Currently the textile design technology at Lane Bryant and Catherine's is challenging – they are struggling with complexity, integration and overall stability. As such, they are currently evaluating their internal process models and based on that, deciding on what they actually need from such a technology to ensure their level of investment is directly proportional to its use.

This session will look at evaluating cost and complexity in the textile design sphere and ensuring that any technology purchased aligns productively with the workforce roadmap and business strategy.

Focus Group - Language, Communication, Personalities and Partnerships in IT System Roll-out Room 5 Session details

When it comes to systems and process development, most companies work in a reactive way - adding more disparate tools on top of the existing architecture. But not at The Donna Karan Company. When they chose an ERP vendor and subsequently successfully deployed ERP in September 2013, they had already identified future projects and as part of this, decided on a full enterprise-wide suite of tools from that one partner.

This initial project was very taxing but key lessons were learnt that have paved the way for easier subsequent deployments/developments. One such lesson was culture.  Though IT was already structured as partners with the business units, the project challenged the relationship.  To ensure a successful roll-out, the partnership needed to be re-established whereby the business saw IT as a supporting partner. The job of the IT/application team was to instil the mind-set that deployment is driven by business but facilitated by IT. In this session, Cindy will lead a discussion around how best to partner with business and how best to manage these partnerships to ensure buy-in and commitment from those that might, initially, not understand the important role they are needed to play.

Craig Crawford, IT Strategist, Crawford IT
Nicole Kaluzne, Supply Chain Business Process Manager, Eileen Fisher
Nicole Jones, Director, Product Development Technologies, Lane Bryant
Cindy Payero, VP, DKNY Wholesale Systems, The Donna Karan Company LLC
Creating a PLM-centered Organization Room 1 Session details

With consumers wanting fashion fast and many brands still wanting to maintain their quality and style, a complex product system architecture needs to be put in place to support this. PLM, at least on paper, is supposed to act as an overriding umbrella system across the entire value chain and act as a true 'one source of truth' but once the deployment journey starts, this is never usually the reality. So what are the technologies out there that might be able to support this shift?

  • Would a truly PLM-centered organization actually work across all business units?
  • What are the solutions out there that could help support this shift?
  • Do you stay with your existing partnerships or do you bite the bullet and invest in a totally new suite?
  • Using technology to facilitate this change
  • Transitioning the ERP focus to PLM - what does PLM truly mean and what should it be for you?
Panel Discussion - Beyond Product Development: Transforming Business Results with PLM Room 3 Session details

Most organizations have corporate-level strategic goals to grow revenue through new, innovative products. Robust product development processes supported by enablers like PLM are critical to achieving these targets, but are only part of the equation. Delivering better business results from innovation is a multi-functional journey that requires a holistic balance of strategy, process, IT and change leadership. This panel will explore how to achieve this balance, featuring industry leaders with a range of functional perspectives and real-world experiences.

Focus Group - Incorporating Merchandising into PLM Room 4 Session details

Working in silos and non-value added activities are two very large obstacles that plague efficiency at many fashion organizations. Disparate excel spreadsheets and separate work streams is no way to run a multimillion dollar company.  

In this session, you'll hear how Elle Thompson and team was able to conquer these roadblocks by implementing a PLM that incorporated the Merchandising team.

For this pilot group, there is truly one version of the truth.

Austin Mallis, VP, Operations, Fashion Avenue Sweater Knits, LLC
Mike Flader, Director, Product Development Systems, IT, Carters OshKosh
Steve Riordan, Partner, Retail, Kalypso
Vipin Goyal, Partner, PLM - Retail, Footwear and Apparel , Kalypso
Charlie Holmes, VP, Product Development Analytics & Operations, Kohl's
Nicole Jones, Director, Product Development Technologies, Lane Bryant
Elle Thompson, VP, Product Operations and Process , Marc Jacobs
Networking Luncheon Exhibition Hall
PI Keynote - 'The Shoe that Grows' Room 1 Session details

Kenton Lee is the Founder of Because International who believe in PRACTICAL COMPASSION. So they tried to create a shoe that can adjust and expand its size; there are so many children around the world without shoes or unable to afford new shoes each year but whose feet are always growing.  So why not create a pair of shoes that can grow with their feet?

They call it The Shoe That Grows, a pair of shoes that can grow 5 sizes and last up to 5 years. Kenton believes in making things better by making better things. These shoes can help kids around the world to keep their feet better protected from the dangerous things around them in their everyday lives. 

Ideas born through listening. Innovation centered on simplicity.

Kenton Lee, Founder & Executive Director, Because International
PI Keynote - 'Those Who are the Most Successful are Those that are the Most Resilient': The Khirma Eliazov Founding Story Room 1 Session details

After college Khirma Eliazov was all set to study Law but after having studied abroad in Italy, realized that her true passion lay with fashion. With a goal in mind to ultimately launch her own collection, here was a young and determined woman with no fashion industry experience wanting to make it big in a cut-throat industry. 

The prospect of this was daunting and would have put most off trying. But not Khirma who worked incredibly hard to get into the industry and learn as much as possible. She first began as an Accessories Editor at Vogue and Elle but knew Editorial, Marketing and Branding insight wasn't going to be enough. She was excited to work with people and materials and loved creating so began to perfect her drawing. With this underway, Khirma then started contacting production houses and tanneries and when she couldn't reach them by phone, would turn up on the doorstep and simply ask for help. Most were extremely helpful and accommodating. 

With limited knowledge about production or design but now a strengthened network, Khirma created her first samples and whilst no one could pronounce her name, sold $120,000 worth of stock on day 1. 

Khirma's story is rife with ups and downs, from family/friends support through to poor business contracts and investors but in 2009, Khirma launched her eponymous line of handbags.

The struggles continue but year on year Khirma and her brand grow more renowned and successful. From a college student destined for Law to a successful, largely self-resourced entrepreneur this really is an inspiring story of guts and resilience and not letting anything get in the way of your passion to succeed.

Khirma Eliazov, Founder & CEO, Khirma Eliazov
Chairman's Closing Remarks Room 1
Craig Crawford, IT Strategist, Crawford IT