2nd annual integrated business planning summit · forecasting oriflame cosmetics ab thorsten mebs...

Dr. Sven F. Crone Co-Director of Lancaster

Research Centre for Forecasting

Lancaster University

Timur Gostik Supply & Demand Planning

Director, EMEA Kao Corporation

Andy WalkerManaging AssociateOliver Wight

2nd Annual

Integrated Business Planning SummitDriving excellence in business performance

20th – 21st June, 2019Frankfurt, Germany

HEAR FROM 20+ INTEGRATED BUSINESS PLANNING LEADERS

Andrew Yeo Global Process Owner – Integrated

Strategies & Business Plans Tesco

Michel Van Buren Director , Expert in Supply

Chain ManagementBLMC

Massimo Magliocco Head of IBP

STMicroelectronics

NEW FOR 2019:• 100+ Expected Delegates

• 20+ Speakers

• 10+ Hours of networking opportunities

• 4 Panel Discussion

• Interactive Workshop

ATTEND THIS CONFERENCE TO:Hear cross sector leaders present experience and project studies on IBP strategy

Enhance knowledge of IBP principles and strategies to advance to the next level

Analyse the results of your organisational experience with sector leaders and peers

Understand the challenges for implementation through insights into experience of cross sector organisations

Learn strategies for process innovation and best practisein supply and demand planning

Media Partners:

Previous Sponsors:

Dr. Sven F. Crone Co-Director of Lancaster Research Centre for Forecasting Lancaster University

Andrew Yeo Global Process Owner – Integrated Strategies & Business PlansTesco

Ralf Neumerkel Finance Director Accounting to Reporting Merck

Thiery DurupthyGlobal ELN Milks S&OP DirectorDanone

Olga Pshenychna Director Global Forecasting Oriflame Cosmetics AB

Thorsten Mebs Global Manager

Integrated Business Planning

Clariant

Denner Evangelio Supply Chain Director -

Professional Products and Luxe Divisions

L'Oréal

Supply & Demand Planning Director, EMEA

Kao Corporation

Jennifer Thornton Integrated Planning

Team Leader Innocent Drinks

Massimo Magliocco

Head of IBPSTMicroelectronics

Avinash Gore Sr. Director Integrated

Business Planning, CSL Behring

SPEAKERS

Andreu AlonsoIBP Business Stream

Lead, SCCoreSanofi

Timur Gostik

Sven Smets, CPF Demand Planning Manager

Global S&OP Center of Excellence (CoE) PETRONAS Lubricants International

Michel Van Buren Director BLMC, Expert in Supply Chain Management

KEY TOPICS TO BE DISCUSSED• Overview and global trend of Integrated business planning, Why is it a big deal ?

• Attracting the right talent and further developing necessary capabilities to maximize cross sectionalplanning collaboration

• Understand how IBP will benefit an organization’s business performance and the readiness to adopt it• Unlocking the synergy between operational, financial & strategic planning• Meeting the challenges of Integrated Business Planning•Maximizing accuracy and cost effectiveness within IBP programs• Aggregating data from different silos to achieve better demand forecasting accuracy• How will Robotics and IoT change demand planning and inventory control in the years to come

FORWARD, About the Summit

Sales and Operations Planning (S&OP) has been the norm for many companies to plan their supply and market demand. While S&OP over the years has been beneficial to companies, it has its challenges. Many companies are now transitioning from S&OP to Integrated Business Planning (IBP).

Integrated business planning (IBP) is a strategy for connecting the planning functions of each department in an organization to align operations and strategy with the organization's financial performance with the overall objective of maximizing profit. Advanced S&OP or IBP takes into consideration many factors, functions and opportunities, over a long period of time, to enable companies and organizations better respond to internal and external factors.

The ability for Senior Level Management within companies to anticipate change early, understand the implications for their businesses and make timely decisions to ensure high productivity while maximizing profit is very crucial to today’s corporate world.

This Summit will discuss process to a better transition from S&OP to IBP, the opportunities that comes with the transition, strategies for effective transition and adoption as well as the challenges which comes with the transition and its solutions.

WHO SHOULD ATTEND?CEO, CFO, COO, SVP, VP ,Global Heads, Managing Directors, Chiefs, Directors and Managers of :• Sales and Operations

• Integrated Business Planning

• Finance

• Marketing

• Sales

• Inventory

• ProcurementPricing AnalysisStrategic ManagementHRPeople DevelopmentDemand Analysis

• Product Management

• Operations

• Risk Planning

• Change Management

• Sales Forecasting

• Supply Chain Planner

• Growth and CapabilityBusiness IntelligenceBusiness DevelopmentPeople ManagementRegulatorySales and OperationsPlanning

2nd Annual INTEGRATED BUSINESS PLANNING SUMMIT 20th - 21st June 2019, Frankfurt - Germany

INTRODUCTION

• ERP Transformation

• Connected Value Chain

• Prescriptive Analysis

• IBP Process

• Competitive Intelligence

• Market Analysis

• Business TransformationChange ManagementCommercial PlanningSupply ChainDemand PlanningSupply PlanningNew Product Development

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WWW.IBP-SUMMIT.COM [email protected] +4420312 96996

2ND ANNUAL INTEGRATED BUSINESS PLANNING SUMMIT 20TH & 21ST JUNE 2019, FRANKFURT - GERMANY.

WWW.IBP-SUMMIT.COM [email protected] +44 20312 96996

Registration and Welcome Coffee

HOW TO IMPROVE YOUR DECISION MAKING IN IBP

• The impact of leadership style to the quality of the decisions• Who needs to change what to make more decisions?• What are the first pragmatical steps to achieve that

IS INTEGRATED BUSINESS PLANNING AT THE HEART OF YOUR BUSINESS?

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Drives annual & quarterly planning and forecasting updatesBecomes the framework informing all your other planning processesDeploys your business strategyDelivers sustainable business growthBecomes your primary planning process and the heart of your business

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08:30

09:50

09:05

SCHEDULE: DAY 1

Chairperson’s Welcome Address09:00

Timur Gostik Supply & Demand Planning Director, EMEA Kao Corporation

This presentation will discuss how IBP:

What is S&OP / IBP participants role in decision making

10:30 COFFEE BREAK AND NETWORKING

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Andy WalkerManaging Associate Oliver Wight

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Like many processes and concepts in business, the core idea of IBP is simple, but not necessarily easy to implement. The basic goal of IBP is balancing demand and supply,connecting all functions in the organization and making sure the customer gets what they ordered. After all, sales is simply demand vs. availability, and availability is capacity vs. costs. So what makes this so complicated? This hands on presentation will walk you through the basic steps for setting up the IBP process in your company and how to avoid the most common pitfalls. After this presentation you will have the basic knowledge needed for managing the implementation and engagement phases, and have a thorough understanding of forecasting principles from a customer journey perspective. These elements will combine to provide a practical and viable roadmap for establishing an effective and sustainable IBP process – one that improves order fulfilment, streamlines inventory and planning, and boosts the bottom line.

Why your customers want you to have IBP in place, where to begin, and key elements to consider before implementation How to make your end-to-end supply chain transparent, key performance metrics, and how to start forecasting How to secure and maintain engagement from stakeholders and who should lead

11:00

11:45


SCHEDULE: DAY 1ELEVATING TEAMS IN STRATEGY EXECUTION TO GENERATE REQUIRED PERFORMANCE- Quick Guide To Setting Up Governance, Processes & Forecasting

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Andrew Yeo Global Process Owner – Integrated Strategies & Business Plans Global Service Model Tesco

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12:30 BREAK- BUSINESS LUNCH AND NETWORKING


BEYOND A ONE NUMBER BUSINESS – THE JOURNEY TO IBP AS BUSINESS PARTNERING

The importance of neutrality: how an independent S&OP / IBP function has been critical in a fast-growing short shelf life FMGC brandWhy our process stands tall and succeeds through its people: partnering as the bedrock of planning successAll about the how: bringing our values to life through IBP•

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Jennifer Thornton

Integrated Planning Team LeaderInnocent Drinks


INTERACTIVE PANEL DISCUSSION ENGAGING SENIOR LEADERSHIP IN IBP BUY-IN: HOW TO CONVINCE THE VALUE OF A MORE INTEGRATED BUSINESS PLANNING TO THE WIDER ORGANIZATION

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Gaining insights into the main challenges when convincing executive management about the value of IBP The road-map of implementing IBP / S&OP - Lessons learned and what better not to do to be successful on your journey.The real value of IBP implementation Managing Processes – Tools – People in the IBP process and some typical challenges Integrating Artificial Intelligence and further automatization of tools

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13:30

SCHEDULE: DAY 1

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Timur GostikTiSupply & Demand Planning Director, EMEA Kao Corporation

Andrew Yeo Global Process Owner ,Integrated Strategies & Business Plans Tesco


Jennifer Thornton

Integrated Planning Team LeaderInnocent Drinks

Massimo Magliocco Head of Integrated Business Planning STMicroelectronics

14:15Finance engagement- How to make them accountable of the forecast valuation and the integrated reconciliation step of IBPOvercome finance resistance to share financial data as margins and costsIBP Orchestration across the markets, regional and global levels How to link and synchronize the 5 IBP steps between markets, regional and global teamsHow to fit all the IBP steps across all levels within a monthOnline demand signal propagationHow to do effective multi-level and multi-site supply planning connecting internal plants, external manufacturing and suppliersEase, speed, and flexibility of simulating multiple businesses

DRIVING THE S&OP/IBP JOURNEY- FOCUS ON KEY CHALLENGES

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Andreu AlonsoIBP Business Stream LeadSanofi

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Andy WalkerManaging Associate Oliver Wight

16:00

SCHEDULE: DAY 1

15:00

MANAGING BUSINESS PROCESSES IN A VUCA WORLD -SCENARIO PLANNING AND MITIGATING RISK WITHIN IBP PROCESS

Long term planning in a VUCA world (volatility, uncertainty, complexity, and ambiguity)Scenario planning: a powerful tool to address increasing complexity and uncertaintyScenario planning, easier said than done: where is the bug?Risk and Bias, which risks companies are unable to recognize?


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*Michel Van BurenDirector BLMC,Expert in Supply ChainManagement

70% OF COMPANIES LACK THE RIGHT CULTURE AND LEADERSHIP TO IMPLEMENT IBP SUCCESSFULLY. TIME FOR SUPPLY CHANGE!

Integrated Business Planning (IBP) offers huge financial benefitsBut IBP is not only about Process, Tooling and AnalyticsAbove all, IBP is about People and LeadershipNew forms of non-hierarchical leadership are needed to implement IBP successfully Are you ready for the next step as a non-hierarchical leader of IBP?

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16:40

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NEXT GENERATION DEMAND PLANNING USING COLLABORATIVE (ARTIFICIAL) INTELLIGENCE

How to leverage AI algorithms for intelligent Baseline ForecastingHow to utilise AI to intelligent History Cleansing and intelligent Promo ForecastingHow to extend AI algorithms towards intelligent New Product ForecastingHow to use AI to enhance (and constrain) Judgmental Adjustments

How we use Big Data and the improvements in forecast accuracy it provides

Dr. Sven F. Crone Co-Director of Lancaster Research Centre for Forecasting Lancaster University

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Massimo Magliocco Head of Integrated Business Planning STMicroelectronics


END OF DAY 1

DIGITAL SUPPLY CHAIN PROCESSES FROM END TO END FOR CUSTOMER REPLENISHMENT WITH EXCELLENCE IN PLANNING

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Amid increasing digitization and consumerization, business and operational strategies must constantly adapt to keep organizations competitive. It’s common now to see companies responding to changes by reshaping supply chain networks and introducing flexibility to their supply chain designs, but there’s a crucial need that often goes unnoticed - the need to also adapt supply chain planning capabilities. When this all-important area is ignored, companies suffer from poor inventory management, poor order fulfillment and poor visibility into future demand – and no amount of flexibility in the supply chain can fix this. What’s more, if the planning function is not tuned into the latest strategic and operational strategy, things can go very wrong. In this session, you will learn how to structure supply chain planning capabilities to better serve your firm’s changing business and operational priorities. There is no one-size-fits-all solution, but will provide a useful framework that will help make you decisions around regarding different business and operations scenarios. The businesses of today must be integrated to succeed

• Different set-ups for demand and supply planningHow to formulate a sound supply chain planning strategy to support both businessand operations’ needs

• To identify your business and operational strategic priorities

17:10

Denner Evangelio Supply Chain Director - Professional Products and Luxe Divisions L'Oréal

17:30

SCHEDULE: DAY 1

18:30 DRINKS AND NETWORKING DINNER


09:00

09:40


Olga Pshenychna Director, Global Forecasting Oriflame Cosmetics AB

SCHEDULE: DAY 2

HOW TO INTEGRATE INTO IBP: FORECASTING AND DEMAND PLANNING DIFFERENCES

What is demand planning and how does it differ to forecastingHow IBP is connecting forecasting and demand planning and why it is important step in overall business planning processHow the forecasting function of an organization aligns with the demand planning function to support IBPHow to identify tactical relationships between forecasting and demand planning, and define steps to support overall strategyNew technologies supporting the integration of the forecast risk into IBP process

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Driving the strategy execution through IBP process requires regular evaluation of two main questions: What, when and how to sell to grow? Is our capacity enough/too much to meet my growth ambitions? Actually, solid forecasting process should answer the first question, but second is going to Demand Planning perspective. IBP is right place to connect both perspectives and get relevant action out of this

START SMART: FROM SALES & OPERATIONS PLANNING TO INTEGRATED BUSINESS PLANNING

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How to integrate global activities into the process and keep IBP sustainable and fun as your company maturesHow to start with small steps in the right direction and resources on your move to IBPLeveraging finance, new products, and other processes in the IBP process How to get a handle on planning in an omnichannel environmentHow to achieve true cross-functional participation, alignment and accountability in IBP across all departmentsHow IBP can drive better end-to-end planning, including logistics & transportationHow to track and measure IBP effectiveness

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Thorsten MebsGlobal Manager Integrated Business PlanningClariant

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INTEGRATING IBP WITH FINANCIAL & STRATEGIC PLANNING FOR A NEW ERA - ACHIEVING A ONE NUMBER PLAN

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How to balance and integrate the multiple financial drivers of profitability in to your planningHow to effectively use IBP as the basis for cash flow forecastingExploring emerging cross-disciplinary trends in integrated business planning, financial planning & analytics and strategic planning Evaluating the impact on working capital, profits, cash flow and other metrics Replicating the company’s reporting structure in order to feed directly into the budgeting and planning process

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11:10

SCHEDULE: DAY 2


Want to Sponsor ? Contact us to discuss more and packages available

Ralf Neumerkel

Finance Director Accounting to Reporting Merck

ACCELERATING DIGITAL TRANSFORMATION: WORLD-LEADING TECHNOLOGY PRACTICES FOR INTEGRATED BUSINESS PLANNING

10:50 SPONSORSHIP SLOT AVAILABLE

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11:50


PANEL DISCUSSION

SUSTAINING THE MOMENTUM OF YOUR IBP JOURNING INTO MATURITY,

HOW TO STAY ON TRACK MOVING FORWARD • Developing your forecasting and planning process for better IBP

The need for an unconstrained and unbiased demand planWhy it is necessary to invest resources to improve your demand planning andforecasting processHow to use analytical thinking to transform the modeling processHow to use data to drive adoption and ensure successful changeHow to elevate the role of Forecaster from tactical to strategic partner

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Thorsten MebsGlobal Manager Integrated Business PlanningClariant

Thierry DurupthyGlobal ELN Milks S&OP Director Danone

Ralf Neumerkel

Finance Director Accounting to Reporting Merck

Supply chain challenges remain the same for the past few decades: faster, more efficient and more responsive. Advancements in technologies however have provided completely new ways of answering these challenges.

A new approach to supply chain planning and optimisation: Advancing supply chain planning through embedding algorithms for intelligent decision makingForecasting demand and performance with advanced analyticsDeveloping prescriptive algorithm for supply chain

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15:00

SCHEDULE: DAY 2

14:15 IoT AND DOWNSTREAM SUPPLY CHAIN INFORMATION – HARNESSING THE POWER OF DEMAND SENSING

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13:30


HOW ADVANCE FORECASTING AND PREDICTIVE ANALYTICS WILL MODIFY IBP IN DANONE AND IN OTHER FMCG

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Thierry DurupthyGlobal ELN Milks S&OP DirectorDanone

Discover how IoT can deliver detailed, real-time visibility that can transform today’s supply chainsHow is wearable technology impacting productivity and quality? Would the huge investment in IoT deliver tangible results that can increase the bottom line?

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12:30 LUNCH BREAK AND NETWORKING

DRIVING SUCCESSFUL CHANGE MANAGEMENT How to ensure your change management approach gives staff the support they need How to perform RACI and ensure people know their role in highly interconnected processes The importance of change management when it comes to implementing global IBP How to set up change management protocol process adapting it to different geographical areasHow a project team needs to work “behind the scenes” prior to approaching aparticular region How to select and approach your ERP system and the benefits of cloud and hyper flexibility

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Sven Smets, CPFDemand Planning ManagerGlobal S&OP Center of Excellence (CoE) PETRONAS Lubricants International

16:00 END OF CONFERENCE


SCHEDULE: DAY 2

CHAIRPERSON’S CLOSING REMARKS15:45


www.connected-insurance.eu / [email protected] / +44 20312 96996

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2nd annual integrated business planning summit · forecasting oriflame cosmetics ab thorsten mebs...

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