Tim Salaver presented on ways to revitalize an APICS chapter. He emphasized engaging volunteers by recruiting them like staff, motivating them by addressing their interests, and introducing APICS to busy professionals. Customer engagement was discussed, noting that customers seek knowledge and networking outside of traditional chapter models. Partner engagement was also key, such as collaborating with related organizations to provide professional development meetings and share resources to meet chapter performance standards. Technology was presented as an enabler for building online communities and promoting authors to engage the supply chain community.

1. Revitalize Your Chapter
Presented by
Tim Salaver, MBA, PMP, CSSMBB
Director, Chapter Development, APICS Southwest District
President, APICS Golden Gate

2. My APICS history
• President of the oldest APICS chapter in the West (founded 1961)
• 15th year as an APICS member
• 12th consecutive year on the GGC board
• VP, Marketing (2001-2002)
• EVP (2002-2003)
• Starting 10th consecutive year as President (2003-Present)
• APICS Southwest District Staff
• Director, Chapter Development
• Coordinator, Meeting Logistics and Contracting
• Hawaii Chapter
• Member, Virtual Board of Directors
• Speaker/Presenter
• New England Supply Chain Conference (NESCON)
• APICS 6 Packed Regional Conference (Terre Grande)
• APICS VLW
• APICS International Conference
• Founder, Bio Supply Management Alliance
• Founder, Biotech Supply Chain Academy

3. Key Concepts
• Engagement
• Promise to engage in a relationship
• Something that serves to engage
• The condition of being in gear
• An action
• Contact by fitting together (interlocking)
• A promise, obligation, or condition of that binds
• Alignment
• An arrangement or alliance of groups
• The grouping or positioning of teams
• Integration or harmonization of aims
• Identification with or matching of the behavior, thoughts of
another person

4. Volunteer Engagement
• Boost performance with effective and motivated resources
• Recruit volunteers in the same manner as you would staff
• Increase desire and involvement with dynamism
• One of the reasons it is difficult to retain volunteers
• Motivate by tapping into key wants and needs
• WIIFM
• Unemployed
• Introduce APICS to busy people
• Type A’s get more done
• Encourage creative and innovative thinking
• CPA is actually empowering because it maintains business
independence

5. Customer Engagement

6. Customers – Where are they?

7. The future trends of OM
• Manufacturing Jobs 1950-2005

8. The future trends of OM
• 2010 Q2 is EVEN LOWER to 11.5 Million jobs

9. The future trends of OM
• Service Jobs as of December 2011
•91.7 Million

10. Customer Engagement
• Customers want to be a part of something with life and excitement
• False – they want what they want for their own career and development
• Customers are looking for a positive experience
• False – they seek knowledge and information
• False – Customers are receiving goods and services outside of the chapter
distribution model
• Customers are suffering…ease their pain
• True – help them network
• Know your customers
• True – good businesses can survive, great business thrive
• CPA is the minimum standards
• What more can you do
• Become the business that meets the needs of your members AND customers
AND partners
• Start at the top of the organization
• DON’T FOCUS ON MANUFACTURING!!!

11. Future Trends of OM
• Technological improvements, not international trade, are
reducing U.S. manufacturing employment by automating
many rote tasks. During the past decade, manufacturing
employment has fallen by one-third while manufacturing
output has remained roughly constant.
• The Heritage Foundation, Oct 2010
• Technological advances automate work
• More highly skilled manufacturing jobs
• Fewer unskilled jobs

12. Future Trends of OM
• Manufacturing Jobs by Education level show:
• Unskilled workers are declining
• Educated workers are increasing

13. Future Trends of OM
• U.S. manufacturing employment has dropped by one-
third over the past decade and to levels prior to 1950
and will continue to do so.
• Contrary to popular belief, many of these jobs will not
move overseas. They will be eliminated by technology.
• Manufacturers will become even more productive and
produce the same amount of goods with fewer workers.
• Technology will further eliminate unskilled
manufacturing jobs, while creating new highly skilled
positions.
• Operations will not just be about manufacturing but any
business and industry, especially in the service sector.

14. The Role Internet and
Technologies Play in OM
• Imagine what the world was like before the internet and
technology.
• Internet has become an equalizer
• Technology has increased competitive advantage
• People, Process, and Technology
• All OM capabilities are defined by process and people, but
technology determines enterprise efficiency and effectiveness

15. Technology as an Enabler
• Building an online social community-based presence requires
a mobile compliant website that can be viewed from any
device any where in the world.
• Blogs, Forums, Chats, and Discussions enable supply chain
professionals an opportunity to interact and socialize in a
friendly environment.
• Promote authors, writers, and innovators.
• Website should be designed as the bridge to the
world, providing insight into the professional development of
the supply chain community.
• Monthly articles on supply chain education products and
services will be the primary content.

16. Partner Engagement
• Work with competitors/collaborators
• Institute for Supply Management (ISM)
• American Society for Quality (ASQ)
• Council of Supply Chain Management Professionals (CSCMP)
• Women in Logistics (WIL)
• Warehousing Education and Research Council (WERC)
• Association for Healthcare Resource Materials Management
(AHRMM)
• Project Management Institute (PMI)
• Production and Operations Management Society (POMS)
• American Management Association (AMA)
• American Society for Training and Development (ASTD)
• APICS The Association for Operations Management (AOM)(APICS)

17. Partner Engagement
• Build relationships with businesses and higher education
institutions
• Colleges/Universities (student chapters)
• Public
• Private
• Suppliers/Vendors
• Government
• DANTES (Federal)
• EDD (State)
• Chambers of Commerce
• Merge with another APICS Chapter

18. Revitalize Your Chapter
• Increase board participation and volunteerism through external
resources (Volunteer Engagement)
• CPA only requires 3 board members it does not require that all board
(or advisor) members be APICS members
• Increase effectiveness by focusing on core capabilities of your
resources, and then outsource the rest (Volunteer Engagement)
• CPA requires specific activities to be done
• Share resources with other chapters and district
• Build relationships with FORMER customers and members
• It will be easier to recruit AND train volunteers that are already familiar
with APICS (Customer Engagement)
• Embrace the new means of communication to create awareness
but use the old to sell goods and services (Customer Engagement)
• Student members or those professional members that have the desire
to learn can increase your presence through social media, but don’t
replace old-fashioned communications
• Comply with chapter performance and standards by partnering
with other organizations (ISM, PMI, CSCMP, ASQ, Colleges, APICS
Chapters, Businesses) (Partner Engagement)
• PDM’s need to be offered which can be through a partner

20. Tim Salaver, MBA, PMP, CSSMBB
Manager, Corporate Systems
The Cheesecake Factory
APICSGoldenGate@gmail.com
702-286-7464
Q&A