Upcoming Meetings

WSU Student Presentations

February 13, 2018
5:45 PM to 7:30 PM

Rhatigan Student Center, Room 265 (Lucas Room)
1845 Fairmount
wichita, KS 67260

Come join us at Wichita State University for two presentations from current WSU students.

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SOS: Supply Chain Challenges in 2018 and Beyond

March 13, 2018
5:45 PM to 7:30 PM

Caesar's Table
125 N Market
Wichita, KS 67202

John Niemann from Cargill will be our speaker.

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Apics News

APICS Logistics Credential Quickly Surpasses 1000 Certifications
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Loyola University wins International Student Team Competition at APICS 2017
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New SCOR 12.0 Model Launched at APICS 2017, Advancing the Global Standard for Supply Chain Excellence
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Interested in an APICS certification?  Click here to find out how to get started

Welcome to the APICS Wichita Chapter!

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 Wichita Chapter received the 2017 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 commitment to providing an exceptional membership experience.

Cost-Effective Consulting - for more information please email consulting@apics-wichita.com


APICS Wichita President’s Message

Buy the Book, Drink the Kool-Aid

I know. If you are like me, buzzwords make you crazy and instantly put you in resistance mode. When I see myself resisting, I buy the book, talk to my network, and become one with Google. Resistance without education is simply being ignorant and will eventually lead to dissatisfaction and possibly even termination. Change is 100% guaranteed and in the words of the Borg, ”Resistance is futile.”

In January, APICS Wichita had the honor of hosting the joint ISM/APICS meeting with keynote speaker, Brent Edmiston, VP Operations, SCM, and Engineering at Excel Industries. He spoke about Leading Organizational Transformation within Integrated Supply Chain. From a tactical perspective, it just made sense. Tie the strategy to the Mission and Vision of the company. Get Buy-In from the team on the direction. Develop objectives that support the strategy. Hold people accountable to the objectives. Sounds easy, right? If it were that easy, every company, regardless of size, would have an integrated supply chain strategy in place.

From my personal experience in manufacturing and production companies, most businesses focus on the success of each functional area. If all pieces are successful independently, the company will be successful. It sounds reasonable and in most cases there is always some degree of success. But what about the gaps? What if you could be 25% more successful financially if you “plugged the leaks” in your strategy? One business saved more than $30M over 1 year by simply focusing on the gap areas. They did this by introducing an S&OP process and committed to an integrated strategic approach to their business. They tied the business initiatives to the strategy and tracked progress on a monthly basis, driving significant results. Their business wasn’t hurting before, but they realized they could do better by simply closing the gaps between the functions. 

The need for an integrated supply chain strategy is stronger than ever. In a world filled with commodity products, the last remaining differentiator is how well you manage your supply chain: Supply Chain VS. Supply Chain. In the 2017 CAPS Research Supply Management Metrics Report for Industrial Manufacturing, Materials averaged 45% of sales with the max being close to 70%.

Knowing this, where should you focus your time? If you said Purchasing, you are wrong.  Every functional area in the supply chain impacts material, not just the purchasing and sourcing departments.

For example, what happens when sales takes a “same day” order for your product but it takes at least 3 days in shipping transit time to get to the customer. What exactly does “same day” mean? For one manufacturing company, it meant they paid freight expedite every time they took a “same day” order. To put it simply, without the right infrastructure in place, decisions and lack of processes throughout the supply chain could drive late manufacturing, material shortages, poor inventory control and increased costs resulting in poor performance to customer expectations and possibly lost customers.

Brent spoke about linking every part of the organization together to drive the best business results. He discussed the elements of leading the change and shared examples of the success of Excel specifically. In establishing the strategy, the changes enabled the leadership team to grow the business from $150M to $400M in just a few years.

Still not convinced? Get educated. Buy the book. Google. Network. Develop your position / opinion and support it with data. Drink the Kool-Aid: Yours or someone else’s.

Sandy Jessop