Integrated Business Planning - Amazon Web...

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Integrated Business Planning Reap the Rewards of Successful Planning 24th & 25th April, 2014 London, UK

Transcript of Integrated Business Planning - Amazon Web...

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Integrated Business Planning

Reap the Rewards of Successful Planning

24th & 25th April, 2014London, UK

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Previous Speakers

Previous Speakers

• Director, Supply Chain, Swarovski  • Director, Demand Planning, S&OP, BskyB UK

• Director, S&OP Europe, Hertz

• Director, Supply Chain, Volvo Powertrain

• Director, S&OP, Rolls-Royce

• Manager, EMEA Supply Chain Program, HP

• Researcher, Global Distribution & Logistics, LEGO

• Manager, S&OP, Innocent Drinks

• Head of Supply & Demand Mgmt, Sky Deutschland

• Chief Financial Officer, Joseph

• Senior Supply & Demand Planner, Danone • Manager, Demand & Rev Planning, Innocent Drinks

• Director, Supply Chain Finance, Barclays

• Head of Supply Chain Management, BASF

• Prog. Director, Supply Chain Systems, Canon Europa

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Past Delegates Include• Director, Supply Planning, Premier Foods

• Director, Strategy & Planning, B&Q

• Director, Europe Plan Excellence, Unilever

• Director, Supply Chain Management, Danfoss

• Director, Operations, VF International

• Sr. Director, Operations, Logitech

Who Will You Meet?There is no question that IE. provides the gold standard events in the industry and will connect you with decision makers within the analytics industry. You will be meeting senior level execut ives from major corporations and innovative small to medium size companies.

Job Title Of Attendees

President/Principal

SVP/VP

C-Level

Snr. Director/Director

Global Head/ Head

Snr. Manager/Manager

Academic (1%)

78%

1000+ Employees300-999 Employees50-299 EmployeesLess than 49 Employees

Company Size Of Attendees

8%

11%

25%56% 81%Attendees are

companies with at least 300

employees

3%

21%

12%

42%

13%

8%

Attendees are at Director level or above

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Effective business planning is central to business success. In the modern business environment technological developments and the advances of globalization have created unparalleled opportunities for businesses to expand their markets. But new opportunity has opened the door to new challenges.

This summit will focus on the solutions offered by integrated planning and business forecasting. The two days will comprise of learning objectives, illustrated intermittently with a number of case studies, to include:

- Evaluate how business forecasting, demand planning and S&OP operate on a global basis and in mature and emerging markets

- Discover how Integrated Business Planning can provide an integrated planning platform across marketing, operations and finance

- Learn about best-practice processes, identify and implement the supporting technologies, and design the best organisation approach to connect the planning process across the enterprise

- Understand the importance of change management; how to develop and link strategic planning and operational planning with financial planning

and much more..........

About The Summit

Previous Speaker Information

Miguel Suarez graduated 1989 as Industrial Engineer in Spain and 1991 as M.B.A. in U.K.  Born in Peru, he currently lives in Vienna. In the last 20 years, he has hold SCM positions both as industry manager as well as a strategy consultant, developing and implementing supply chain solutions for international corporations. In 2007, Miguel became Supply Chain Director at KOTANYI, an Austrian spice maker with operations in 21 countries. In 2010, he won the Austrian Logistics Award for the most innovative Supply Chain. Since 2012 he is responsible for the Supply Chain Center of Business Excellence at SWAROVSKI. In this role, Miguel leads strategic initiatives to improve the supply chain efficiency of SWAROVSKI consumer business.

Miguel Suarez VasquezDirector, Supply Chain Center of Business ExcellenceSwarovski AG

How to Improve Planning Accuracy in Rapid Changing Markets

Fast moving consumer good companies have been facing in the last years a common problem: markets are becoming more volatile, consumer behavior does not follow past patterns any longer. How shall a push supply chain efficiently work without forecast accuracy? Miguel Suarez shows how two international companies, a spice maker and a jewelry fashion company are dealing with this challenge by assessing, segmenting and transforming their supply chains.a rapidly changing environment.

Anita is a senior supply chain and transformation executive with over 20 years of industry and consulting experience across multiple industries and blue chip clients across FMCG, Chemicals, Oil and Gas and Media sectors. She has a proven track record for delivering results. Her passions are planning, procurement and new product development. Anita is currently working Director of Demand Planning / Sales & Operations Planning in BskyB UK where she designed and implemented Sky’s S&OP process in the last 2.5years.

Making Sales & Operations Planning Stick in Sticky Environments

S&OP is difficult to do in any environment. It can be particularly hard in profitable businesses that are on a growth curve. How then do you make it stick in these companies and deliver results and value? Anita will share her experiences on what can make S&OP stick in sticky environments, drawing on her experiences across many companies including BSkyB UK.

Anita TadayonDirector, Demand Planning, S&OPBSkyB UK

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Claire has 16 years experience in supply chain management at senior level. She has led teams through tough changes, implementing new business processes, tools and organisation. She is currently Director, S&OP at Hertz International, in charge of revenue planning and S&OP implementation for Europe.

How to Implement a S&OP Approach in a Service World ?

S&OP is a concept fairly mature in FMCG/industrial companies but relatively new in the service sector. How does S&OP look like in a service world such as the rent-a-car business? How can it be implemented quickly and sustained? How to make the concept a reality in the day-to-day working life at all levels within an organisation? Claire will share the major accomplishments and challenges during the ‘S&OP journey’ she started 2 years ago at Hertz International, putting in perspective her previous experience.

Claire FauquetteDirector, S&OP EuropeHertz

Bjorn Madsen worked in the LEGO Group since 2005 with projects across most of Europe and the US, applying his knowledge on cost-to-serve modelling and complex systems engineering to identify and improve the business processes. Besides doing supply chain research for LEGO, Bjorn is also board member at Multi-Agent Technology, London. Bjorn is a lieutenant from the army engineers, holds a GDBA in change management and organisation, a M.Sc. in SCM & Logistics from Cranfield SOM, and is currently finishing his Doctorate in Complex Systems Theory.

Integrated Business Planning - Leadership & Technical Challenges Towards Virtualising the S&OP Process

LEGO recently performed a case study on the impact of not only the quality of decision making, but also the impact of delay caused by the duration of the decision process. The results had profound impact as no such combined study had been seen before. The presentation will go through an outline of the organisational, technological and political challenges which were identified following the study, a discussion of what the next steps may be which LEGO needs to take, and which characteristics the tools have which LEGO will need in the near future.

Bjorn MadsenResearcher for LEGO Global Distribution & LogisticsLEGO

Francesco Ciocia is an executive professional with more than 8 years of experience in Supply Chain in Blue Chip corporations who drives for optimization of the supply chain in terms of cost reduction, inventory reduction and increase in gross margin. With a global professional experience in Europe, Middle East and Africa, his qualifications include an Executive MBA from IE Business School, ranked by Financial Times as best European business school 2012.

M&A Integration Challenges in the Context of Sub-Contracting Based 3PL Model

From a real case study to a global qualitative scrutiny. With the ever increasing strategic weight M&A are gaining it comes also an increased integration challenge in a global supply chain environment which is more and more dominated by sub-contracting models. In order to ensure global geographical coverage, 3PL players are engaging with a variety of local LSPs which often represent a barrier at the time of providing complex value-added solutions requiring high degree of knowhow and standardization. The presentation will start from a real challenge involving one of the main players in the electronic arena to subsequently expand into a global qualitative scrutiny of the sometimes challenging integration efforts in case of a highly fragmented sub-contracting model.

Francesco CiociaManager, EMEA Supply Chain ProgramHewlett Packard

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Andrew holds masters degrees in Engineering from Cambridge University and in Manufacturing Systems from Warwick University. He has worked for Rolls-Royce for thirty five years in roles spanning Manufacturing E n g i n e e r i n g , Wo r k s M a n a g e m e nt , P ro g r a m m e Management, Forecasting , Purchasing and Supply Chain Planning and Control. His current role in Sales and Operations Planning is to provide operational and functional leadership for Master Schedulers in both customer facing and supply chain sectors. These span Rolls-Royce’s Civil, Defence, Energy, Marine and Nuclear businesses worldwide. He facilitates the engagement of Board level participants in S & OP decision making and has corporate responsibility for forecasting processes.

S&OP for Power Systems and Services. A Decade of Growth Despite Downturn

Why would a business with an order book of five times annual revenue need Sales and Operations Planning? When does planning for low volume long leadtime products differ from FMCG and when is it similar? How do you manage a supply chain where parts for a single product come from numerous countries?   Andrew will present aspects of Rolls-Royce’s approach to different high technology markets as a case study you can compare with your own experience.

Andrew MartinDirector, S&OPRolls-Royce

Zoe Withers has been a Finance and IT Director for over 15 years. Experience gained in FMCG sector in retail, manufacturing and direct selling. Working for American, Japanese and UK listed companies’ Practical experience of turn arounds and start-ups in mature, developing and emerging markets. She has worked in the UK, Western, Central and Eastern Europe. Zoe is currently the CFO Joseph Ltd the ladies and men’s fashion forward design house with retail outlet in UK and overseas. Previous roles include Executive Finance Director of Avon Central & Eastern Europe, Finance Director of Avon Italy, Finance Director of Avon Ukraine, and Finance & IT Director of The Ryvita Co.

Planning – The Steps to Effectiveness (and Mistakes I Have Made)

The presentation will take the audience through the steps required in ordered to be effective in constructing a financial plan, these include: understanding the business vision and objectives, identify the current organisation (process, cost and sales drivers, internal language) setting the budgets and targets, identifying risks ( in the budget and the people for can affect the actuals) and finally checking measuring and reforecasting. The presentation will be illustrated by lessons learnt from being a Finance Director for over 15 years in manufacturing, Direct Selling and Retail.

Zoe WithersChief Financial OfficerJoseph

Born and raised in the west of Sweden and a 3rd generation Volvo employee. Maria has two professions - Archaeologist and Supply Chain Director. She has attended The University of Gothenburg and Chalmers University of Technology. She has held various jobs and offices within Volvo such as Forklift Driver, Warehouse Manager, Quality Project Manager for a global project, Freight Forwarder all transport modes, Crisis Manager and Key Account Manager with 50 plants in my portfolio. Since 2011 she has been the Supply Chain Director for The Powertrain Productions transmission plant in Köping, Sweden. Center of Excellence in transmissions within the Volvo Group.

Passion for Supply Chain, Quality, Environment and Safety in Combination with Fun

Our core values are included in everything we aim to do. We are constantly seeking continuous improvements with a sustainability. Example: By improving our packaging instruction for one component in a frequent flow we could reduce the transport and handling costs with 50%, increase the safety for people and goods at the same time reducing the CO2 emissions with 21 tons annually. The solution is so simple it almost make you laugh but the result is no laughing matter. By encouraging our co-workers to bring forward their ideas can we all make a difference. We celebrate our victories, something we are making into an art form.”

Maria FranksenDirector, Supply ChainVolvo Powertrain

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Bjoern Neal Kirchner, a graduated economist from Munich and London universities, has 10 years’ experience in logistics and supply chain management at senior level. Shifting twice between China and Europe, he has worked in 4 countries moving along the entire supply chain. He gained experience in emerging markets and led teams through challenging SAP-implementations and post-merger integration projects. With the focus on building high performance teams, Bjoern has been engaged in various business process optimization projects. Currently, he is heading the supply chain and customer service team of BASF Plastic Additives Business for Europe and EAWA, located in Switzerland.

Demand Validation Process - A Cross Functional Task

The increase in economic volatility in the recent years made it more and more difficult for us to generate a consistent demand plan. As a result, quality of production planning and business steering suffered. In a cross-functional re-engineering project, we reviewed our entire demand validation process. Biggest success factor for higher quality output was to tap into all functional dimensions available in our team, and implement challenging validation steps. Through intensive change management activities, we were able to ensure buy-in of all functions, previously not part of the demand data generation process.

Bjoern-neal KirchnerHead of Supply Chain ManagementBASF

John Harris is a Programme Director with substantial experience of helping clients to re-engineer their supply chain to deliver improved business results. He has experience from working for global companies that operate in B2B and B2C markets in the food, manufacturing, consumer electronics and retail sectors. Currently he is supporting the Canon organisation in Europe to implement new processes and planning systems in the area of S&OP, demand and supply planning and also is leading a new initiative to bring about a step change to the planning, budgeting, forecasting and effective control over Trade Promotion investments for the Consumer Imaging business unit.

From Supply to Demand Driven

The Canon EMEA organisation is undergoing a significant change to the way that it operates in response to a competitive and challenging business environment. One of the areas that is fundamental to success is to migrate from a supply and budget driven approach to S&OP and supply chain performance to one that is based on demand driven principles that can improve the predictability and reliability for Canon’s customers. In his presentation John will share his views on the challenges and issues that had to be managed to deliver a successful outcome on a journey that is neither straight forward or totally predicable. He will share the outcome from the first part of this journey and also explain the next level of improved business performance that is underway to improve the capabilities for planning and control over Trade investments, that make up an important driver of customer demand that involves further collaboration with Canon’s trading partners.

John HarrisDirector, Supply Chain SystemsCanon Europa

Richard is a member of the Barclays Bank PLC Trade and Working Capital team, specialising in Supplier Finance. Previously, he worked in Supply Chain Finance for independent platform provider PrimeRevenue and for Ariba. His responsibilities include a range of activities including business development, working capital analysis, supplier analysis and supplier on-boarding. Before working in Supplier Finance, he spent over 25 years in Corporate banking in the US and the UK, with ING and BNP-Paribas.

He has also served as European Treasurer for the UK subsidiary of a US public company and sat on the Bank of England/ACT SCF Working Group.

Supply Chain Finance – Supplier Finance

My presentation will cover why Corporates should consider Supplier Finance, Barclays approach to Supplier Finance, and drivers behind successful programs. I will also discuss key items to assess when considering Supplier Finance.

Richard HiteHead of Supply Chain FinanceBarclays

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Emily is S&OP Manager at Innocent Drinks. She has experience working in both the supply and demand sides of the Innocent business, and her current role focuses on balancing supply and demand through the S&OP process, as well as managing key events such as product launches.

Ami is Demand & Revenue Planning Manager, and has been with Innocent Drinks for 2 years. As DRP Manager, Ami is responsible for volumetric & financial forecast quality & systems, evolving forecast process & lending insight to performance.

Emily TredgetManager, S&OPInnocent Drinks

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Ami KomodaManager, Demand & RevenueInnocent Drinks

An Innocent S&OP Journey

The first day of trading for Innocent Drinks was 24th April 1999, when it sold 24 smoothies in London. Now, across Europe, Innocent sells c. 4 million units of smoothies and juice per week, alongside kids drinks, and lunchtime 'veg pots'. In tandem with this huge growth and increase in operational and organisational complexity, Innocent transitioned from unstable immature systems, multi-forecasts, and lack of process or ownership; to a one-forecast business with an optimum organisational structure and a platform for a world class S&OP process.  Emily Tredget and Ami Komoda will be sharing this transformation: how a start-up entrepreneurial business set itself up for success, and how the process has adapted over the last few years.

Derek is the Operational Lead for Supply Chain Services within Unipart Expert Practices and has a wealth of operational and consulting Supply Chain related experience gained in ‘blue-chip’ organisations across a range of sectors; his clients have included Airbus, ASDA, BUPA, ASOS, Dell, Ford, Honda, Innocent Drinks, Icopal, London Underground, Marley, the NHS, Samsung, Sandvik, Vodafone, Shell Lubricants and Anglian Water. Prior to becoming a consultant, Derek was the European Logistics and Supply Chain Management Director for one of the world’s iconic brands. In this role he was instrumental in introducing S&OP and has been actively involved in the definition and implementation of leading practice in the area of integrated planning ever since. 

Derek ThomasonOperational Lead for Supply Chain ServicesUnipart

Sales and Operations Planning in the Automotive After-Market

In essence Sales and Operations Planning is the Management Process which balances demand and supply over the medium to long term; it has been called “Management’s Handle on the Business”.   However, like other elements of an integrated planning it is not a universal panacea nor is it sufficient on its own. In this presentation we describe how Unipart combines Sales and Operations Planning with our Continuous Improvement ethos and Global Control Centre to give an integrated business model which provides both finger-tip control and summary management information that facilitates decision making and the direction of resources. The operating model using SAP as the underpinning system but relies heavily on visual management and employee engagement to make it a success.

Michael has over 7 years experience in supply and demand planning. In his current role he leads the Supply & Demand Planning team within the Supply Chain of Sky Germany. He is responsible for the planning of 100 Mio € receiver purchase volume per year and the procurement of smartcards, spare parts and packaging materials. In his previous positions within the company he was responsible

Michael GsellHead of Supply & Demand ManagementSky Deutschland

for the supply chain and receiver purchase controlling. Before Sky Michael passed a carrier as an officer in the german army where he graduated in business management.

S&OP In Times Of Delivery Failure & Forecast Fluctuations

Presentation details to follow.

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The Information

Silver Pass

£1095Access to all sessions &

networking event

£895 Early Bird Price(before 21 Feb)

Diamond Pass

£1495Access to all sessions, networking events, annual subscription to IE.

membership & Strategic Analysis Report

£1295Early Bird Price(before 21 Feb)

Gold Pass

£1295Access to all sessions, networking events & annual subscription to IE.

membership

£1095 Early Bird Price(before 21 Feb)

Registration Pricing

Integrated Business Planning Innovation SummitDate: 24th & 25th April, 2014 Location: London, UK

For larger groups or special requests contact Rose Palmer by calling +44 207 193 9385 or email [email protected]* Team discounts are applicable at the point of registration only.

Ways to Register

+44 207 193 9385 +1 323 446 7673 https://theinnovationenterprise.com/summits/ibp-london2014

Group Discount Offers3 Silver Passes £2250 (£750 per attendee)5 Silver Passes £3500 (£700 per attendee)3 Gold Passes £2850 (£950 per attendee)5 Gold Passes £4500 (£900 per attendee)3 Diamond Passes £3450 (£1150 per attendee) 5 Diamond Passes £5500 (£1100 per attendee)

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One day passes are available - Contact Rose for more information.

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NAME OF EACH ATTENDEE

TITLE OF EACH ATTENDEE DEPARTMENT

COMPANY INDUSTRY

ADDRESS CITY

STATE/PROVINCE ZIP/POSTAL CODE COUNTRY

EMAIL OF EACH ATTENDEE BUSINESS PHONE NUMBER

1. Delegate Information...

2. Pass Types...Early Bird Pass Options until 21st February, 2014

Early Bird Silver: £895 Attendees ____ Early Bird Gold: £1095 Attendees ____ Early Bird Diamond: £1295 Attendees ____

Regular Pass Options after 21st February, 2014 Silver Pass: £1095 Attendees ____ Gold Pass: £1295 Attendees ____ Diamond Pass: £1495 Attendees ____

Group Discount Pass Options 3 Silver Passes £2250 (£750 per attendee) 5 Silver Passes £3500 (£700 per attendee) 3 Gold Passes £2850 (£950 per attendee) 5 Gold Passes £4500 (£900 per attendee) 3 Diamond Passes £3450 (£1150 per attendee) 5 Diamond Passes £5500 (£1100 per attendee)

For larger groups or special requests contact Rose Palmer by calling +44 207 193 9385 or email [email protected] passes only available when all participants register together.

Pass Descriptions:Silver Pass: Access to all sessions & networking eventsGold Pass: Access to all sessions, networking events & annual subscription to IE. membershipDiamond Pass: Access to all sessions, networking events, annual subscription to IE. membership & Strategic Analysis Report

Check (Make checks payable to The Innovation Enterprise Ltd) Invoice me

Visa Mastercard American Express Diners Club Discover

CARD NUMBER EXPIRATION DATE SECURITY NO.

CARDHOLDERS NAME CARDHOLDER’S SIGNATURE

BILLING ADDRESS INDUSTRY

Prices are exclusive of VAT. Places are transferable without any charge to another Summit occurring within 12 months of the original purchase. Team discounts are applicable at the point of registration only. Any cancellations within a group registration will in turn incur an increase in registration fee for the remaining group participants. Cancellations before 22nd March, 2014 incur an administrative charge of 50%. If you cancel your registration after 22nd March, 2014 you will be charged the full fee. You must notify The Innovation Enterprise in writing of a cancellation, or you will be charged the full fee. The Innovation Enterprise reserve the right to make changes to the program without notice. NB: FULL PAYMENT MUST BE RECEIVED BEFORE THE EVENT.

Registration FormIntegrated Business Planning Summit24th & 25th April, 2013 | London, UKFor registration or more information on the program, please call Rose Palmer on +44 207 193 9385, or fax this registration form to +1 (323) 446 7673

3. Payment Options...One day passes are available - Contact Rose for more information.

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Networking Drinks 17.00 - 19.00

25th April

Session One 08.30 - 10.00

Coffee Break 10.00 - 10.30

Session Two 10.30 - 12.00

Lunch 12.00 - 13.30

Session Three 13.30 - 15.00

Coffee Break 15.00 - 15.30

Session Four 15.30 - 17.00

Day Two

24th AprilDay One 08.30

10.00

10.30

12.00

13.30

15.00

15.30

17.00

19.00

08.30

10.00

10.30

12.00

13.30

15.30

Session Five 08.30 - 10.00

Coffee Break 10.00 - 10.30

Session Six 10.30 - 12.00

Lunch 12.00 - 13.30

Session Seven 13.30 - 15.00

End of Summit - Departure Coffee 15.00 - 15.30

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JanuarySales & Operations Planning Innovation SummitJanuary 31 & February 1Las Vegas

OctoberSales & Operations Planning Innovation SummitOctober 17 & 18Berlin

Inventory Optimization SummitOctober 24 & 25Austin

Sales & Operations Planning Innovation SummitOctober 24 & 25Shanghai

SeptemberSales & Operations Planning Innovation SummitSeptember 12 & 13Boston

NovemberChief Supply Chain O�cer SummitNovember 7 & 8 Chicago

Sales & Operations Planning Innovation Summit November 21 & 22Cape Town

MayS&OP in Consumer Goods SummitMay 22 & 23Chicago

AprilS&OP in High TechSummitApril 16 & 17San Francisco

Integrated Business Planning Innovation SummitApril 25 & 26London

JuneAnalytics for Supply ChainSummitJune 20 & 21Chicago

Partnership Opportunities: Pip Curtis | [email protected] | +1415 992 5349 Attendee Invitation: Sean Foreman | [email protected] | +1415 692 5514

Flagship Summit

Expected Attendees High Tech

CXOConsumer Goods

Analytics

Operations 2013 CALENDAR

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What you get...• Access to over 1000 hours of On-demand training on topics that are important to you, like S&OP, FP&A, Predictive

Analytics , Supply Chain, Strategic Planning, Inventory Optimization, Integrated Business Planning and more• Access to our extensive training library. Whenever your team needs to benchmark or gain some key actionable ideas,

they just watch a quick video.• Monthly newsletters with industry insights and important news - vital for up-to-date info and methodology.

Affordable. Cutting Edge. Convenient. Invest in innovative business education that will help you benchmark and validate current and future initiatives that can be leveraged to optimize business results and effective decision making. IE. membership content spans numerous industry sectors and includes presentations from many of the world’s leading companies.

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