akolade’s integrated business planning summit integrated... · a great event to hear from market...

T | 61 2 9247 6000 F | 61 2 9247 6333 E | [email protected] W | akolade.com.au Produced by: 1

Katherine TurnerDirector of Finance

Fonterra Brands NZ

Vivek SarbhaiDirector Integrated BusinessPlanning APAC & CSL India

Mondelez Asia Pacific

Colin LeeRegional Lead Organisational

Development & Learning Asia PacificAstra Zeneca

Akolade’s

Integrated Business Planning SummitDriving excellence in business performance

28th – 30th June, 2016Swissotel, Sydney

HEAR FROM 30+ INTEGRATED BUSINESS PLANNING LEADERS

Jason DialDirector of Operations Excellence

CHEP

Shaun JenkinsonGroup Executive Nuclear Business

ANSTODirector

The Australian Synchrotron

M A MubeenuddinDirector Customer Experience

and CapabilityBP Lubricants, Asia and Pacific

NEW FOR 2016:• 150+ Delegates

• 30+ Speakers

• 10+ Hours of networking opportunities

• 4 Streams to choose from

• 2 Interactive Workshops

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 S&OP process innovation and best practisein supply and demand planning

Partnered with: Endorsers: Media Partners:

Knowledge Partner: Silver Sponsors:


Integrated Business Planning Summit

KEY SPEAKERS:

Shaun JenkinsonGroup Executive Nuclear Business

ANSTODirector

The Australian Synchrotron

Carlos CharlinGroup Supply Manager

ANSTO

Jason DialDirector of Operations

ExcellenceCHEP

Daniel BàezDirector, Sales &

Operations PlanningJurlique

Ryan DhondyIBP Governance &Analytics Leader

Lion Co

Mia MaryeskiNational DemandPlanning Manager

Parmalat

Katherine TurnerDirector of Finance

Fonterra Brands NZ

Colin LeeRegional Lead Organisational

Development & Learning Asia PacificAstra Zeneca

Helen BourneFinancial Director

Mauri ANZ

Andrew MartinNational Demand Planning

Manager ANZPepsiCo

Jon MecredyNational Supply Chain Planning and Customer Service Manager

Asahi Beverages

Stephen HanmanCo-Founder

Collaborative Enquiry

Chris MouselyDemand and Inventory Manager

Bremick

Vivek SarbhaiDirector Integrated BusinessPlanning APAC & CSL India

Mondelez Asia Pacific

Alex PedranaANZ Supply Chain, Global SupplyChain and Portolio Management

Hospira (a Pfizer company)

Mike ReedPartner

Oliver Wight

Rod HozackPartner

Oliver Wight

Mikael HatzisPrincipal

Integratos

James Allt-GrahamPartner

GRA

Nathan DoakIBP Integrator Asia & Pacific

Castrol

Meagan TristNational Manager

Online Supply ChainMyer

Sue MercerBusiness Planning Facilitator

GWA Group

Hiro NagaiOperations Director - AustraliaPernod Ricard Winemakers

Jeremy CowanSupply Chain and Commercial

DirectorMars Chocolate

Paul DawsonMonthly Business Planning

(S&OP) GlobeNestle

M A MubeenuddinDirector Customer Experience

and CapabilityBP Lubricants, Asia and Pacific

Abdul JaafarGeneral Manager Supply Chain

Fantastic Holdings Limited

Alok ParasharDirector Operations and Supply

Chain Asia Pacific ex ChinaAxalta Coating Systems

Annette SandoGeneral Manager

Supply Chain - BeverageOrora

President, Board of DirectorsapicsAU

A great event to hear from market leaders and meet others.– Ken Williams, Bowen Group

Overall the forum was a good opportunity to benchmark ourselves and meet peers from other industries.– Rob Stark, L’Oréal

Excellent conference, great presenters and relevant case studies.– Mina Malek, Australian Fitness Supplies

Dear Delegates,

As supply chains mature and S&OP advances, leading companies have continued evolving their planning processes. Integrated Business Planning represents the evolution of S&OP from its production planning roots in the 1970s into a fully integrated management and supply chain collaboration. The IBP framework delivers a strategic perspective that integrates diverse processes - product management, demand, supply, finance and strategy – to deliver a single business planning and forecast model that aligns with organisational goals.

The Integrated Business Planning Summit will be a timely event at which cross sector leaders share their experience of advanced S&OP and IBP. You will hear experts discuss the challenges for business and how the IBP framework can help meet these challenges. They will look at the IBP journey at various stages of maturity and discuss the key drivers for cross functional integration and the strategic and technological levers for implementation.

This will be an opportune forum to hear how you can continue your own journey in the evolution of your business planning and performance to enhance sustainability, agility, profitability and growth.

I look forward to seeing you at the summit.

Kind regards

Mike ReedManaging PartnerOliver Wight Asia Pacific(Oliver Wight is the Knowledge Partner for the Integrated Business Planning Summit)

WELCOME LETTER:



Hear what previous delegates had to say about Akolade’s Supply Chain Management Series.

DELEGATE BREAKDOWNBY INDUSTRY

DELEGATE BREAKDOWNBY JOB TITLE

!

Fantastic array of speakers in a market which is a fire at the moment. Superb insights from entrepreneurs and seasons CEO’ with experience across multiple organisations.— Jesse Wilson, Schweppes Australia

WHO WILL BE IN ATTENDANCE AT AKOLADE’S INTEGRATED BUSINESS PLANNING SUMMIT:

TESTIMONIALS:

8:30 Welcome and registration8:50 Opening remarks from Chair

Mike Reed, Partner, Oliver Wight

9:00 Opening Address Leadership to drive best in class IBP

• Defining strategy and organisational goals to provide the underpinning for IBP • Determining functional and process ownership and accountability • Establishing ongoing strategies to monitor and evaluate tactics and execution

Shaun Jenkinson, Group Executive Nuclear Business, ANSTO and Director, The Australian Synchrotron

9:30 The central role of finance in S&OP

• The implications of finance in the collaboration and sponsorship of the C-Suite • Financial visibility to determine needs and constraints for operations and the impact on pivotal business strategies • Enabling agility and accuracy of forecasts • Leveraging shared metrics Katherine Turner, Director of Finance, Fonterra Brands NZ (Finance team of the year, 2016 New Zealand CFO Awards)

10:00 INTERNATIONAL KEYNOTE: Aligning enterprise-wide planning to create a single vision

• Clarifying and integrating functional priorities and work plans • Defining resources and capability across organisational functions and divisions • Establishing critical KPIs that will drive maximise asset value at minimum cost

M A Mubeenuddin, Director Customer Experience and Capability, BP Lubricants, Asia and Pacific 10:30 Integrating disparate planning efforts under a single umbrella

• The challenges for ensuring a common effort in a diverse organisational landscape • The critical drivers for enterprise-wide planning orientation • Creating an IBP framework that responds and functions rapidly at speed-of-business Paul Dawson, Monthly Business Planning (S&OP) Globe, Nestle

11:40 Finance’s role in the integration & reconciliation process

• Why reconciliation review is important • Key roles in reconciliation • Beyond just financial appraisal

Helen Bourne, Financial Director, Mauri ANZ

12:10 Linking IBP to strategy

• Keeping the bigger picture in sight • Moving to an executive/strategic process • Insights and sense checking strategic direction Sue Mercer, Business Planning Facilitator, GWA Group

11:40 Understanding innovation drivers for new product introductions

• Getting the Product Market Research assumptions right • Keeping it simple • Ensuring understanding and application of key drivers • Applying consumer insights to product innovation through the PMR

Hiro Nagai, Operations Director - Australia, Pernod Ricard Winemakers

12:10 Managing the product lifecycle

• Examining all existing products • Exploring the introduction of new products • Determining the timeline for introduction of new products • Decisions of discontinuation

Jon Mecredy, National Supply Chain Planning & Customer Service Manager, Asahi Beverage

1:50 Imperatives for portfolio optimisation • Developing a ‘winning portfolio’ • Analysing the portfolio for mix and value during the product cycle • Aligning available resource with best value product development


1:50 The key priorities for reaching the maturity to undertake advanced S&OP

• Establishing a formalised S&OP process with strong sponsorship, to solidify processes • Clarifying roles and responsibilities in generating the demand plan • Integrating financial planning and budgeting with S&OP Meagan Trist, National Manager Online Supply Chain, Myer

CONFERENCE DAY ONE | TUESDAY 28th JUNE 2016

BROADENING THE CONCEPT OF S&OP 9:00am to 11:40am

Please choose from Stream A or Stream B to enhance your conference experience

STREAM A:INTEGRATING FINANCE & STRATEGY

STREAM B:PRODUCT PORTFOLIO INTEGRATION & OPTIMISATION

11:00 Morning tea

12:50 Lunch



2:20 Evolving the annual planning process with IBP

• Streamlining annual planning and budget processes • Delivering visibility and control over the organisation and its supply chain • Examining the key elements within the corporate integration model

Alok Parashar, Director Operations and Supply Chain Asia Pacific ex China, Axalta Coating Systems

2:20 Streamlining new product integration within the supply chain

• Analysing resource requirements and constraints along the chain • Implications of new product integration on supply chain design and management

Jeremy Cowan, Supply Chain and Commercial Director, Mars Chocolate

3:20 ROUNDTABLE 1: Challenges for implementation of IBP: Barriers to advancement of S&OP

Nathan Doak, IBP Integrator, BP Lubricants

ROUNDTABLE 2: Challenges for businesses and how IBP helps meet those challenges Jon Mecredy, National Supply Chain Planning and Customer Service Manager, Asahi Beverages

ROUNDTABLE 3: Mechanisms for linking IBP to strategy: How this might be done in practice Sue Mercer, Business Planning Facilitator, GWA Group

3:50 Feedback from Roundtables

4:15 Conference Day 1 Wrap up This session will pull together all strands from the day’s proceedings and then consider the key takeaways

Rod Hozack, Partner, Oliver Wight

4:30 Closing remarks from Chair & end of Day One


ROUNDTABLESThe plenary will split into three discussion groups for an interactive session led by three roundtable facilitators on three key issues in the IBP discussion. At the end of the round table the plenary will reconvene to discuss the outcomes of each of the roundtables with the round table leaders presenting the outcome to the plenary moderated by the conference day Chair.

2:50 Afternoon tea

4:40 Networking drinks

Sponsorship Opportunities AvailableTo explore Sponsorship partnership opportunities which will position your company as a provider of enabling solutions to this bespoke group IBP functional and C-Suite decision makers at this unique event, please contact:

Peter MorganGeneral Manager Business Development, Akolade

P | 02 9247 6000 E | [email protected]



8:30 Welcome and registration 8:50 Opening remarks from Chair Chair: Annette Sando, General Manager Supply Chain -Beverage, Orora, and President, Board of Directors, apicsAU

9:00 The central core roles for successful IBP

• Getting ownership and responsibilities right • The role of the executive process owners • The role of the process facilitators • Organisational structures to support the process Colin Lee, Regional Lead Organisational Development & Learning Asia Pacific, Astra Zeneca

9:30 IBP Implementation in Multi Category / Country Model

• Driving right behaviours across various leadership and operating styles • Ensuring Process discipline, standardization and cadence across multiple time zones and diverse cultures • Managing the communication across various decision makers sitting in different countries / different roles Vivek Sarbhai, Director Integrated Business Planning APAC & CS&L India, Mondelez Asia Pacific

10:00 Delivering continuous improvement through IBP implementation

• Clarifying the goals for the IBP implementation • Ensuring the right analysis, insight and planning processes • Analysing the drivers for continuous improvement of enterprise planning Alex Pedrana, ANZ Supply Chain, Global Supply Chain and Portolio Management, Hospira (a Pfizer company)

10:30 PANEL DISCUSSION: Where ‘people’ come in the process of integration

• Minimising the differences between silos to align objectives and incentives • Integrating competing sets of KPIs • Strategies to strengthen and sustain integration Moderator: Stephen Hanman, Co-Founder, Collaborative Enquiry

11:40 Using vulnerabilities & opportunities as a central tenet within IBP

• How to cope with upsides and downsides • When does an idea become real? • Use of templates

Carlos Charlin, Group Supply Manager, ANSTO

12:10 IBP: The importance of change management – the way you start is the way you finish

• Embedding IBP strategically to achieve sustainable end results • Engaging teams and driving ownership and accountability • Designing in performance management criteria

Mikael Hatzis, Principal, Integratos

11:40 Advancing the S&OP process beyond the demand and supply match

• Moving beyond the plateau at which supply and demand are balanced • Developing capability to evaluate unconstrained planning scenarios during the demand/supply balancing process • Quick response to unplanned events in alignment with S&OP objectives Daniel Bàez, Director, Sales & Operations Planning, Jurlique 12:10 Customer collaboration for forecasting accuracy

• Developing a proactive engagement strategy to enable customer collaboration • Articulating a clear value proposition to the customer • Partnering with all customers facing levels and the supply chain team

Abdul Jaafar, General Manager Supply Chain, Fantastic Holdings Limited

1:40 The IBP framework as a driver for visibility and preparedness

• Developing a proactive view of the organisation • Identifying issues further in the future • Applying the organisational work ethic to tackling them before they become a problem

Jason Dial, Director Operations Excellence, CHEP

1:40 Inventory optimisation as a core function of supply reviews

• Building appropriate inventory policy and specific inventory positioning • Where to keep the product across the supply chain – raw material, work in progress and finished goods • Optimising financial investment in inventory Chris Mousley, Demand and Inventory Manager, Bremick

CONFERENCE DAY TWO | WEDNESDAY 29th JUNE 2016

APPLYING THE CONCEPTS OF IBP 9:00am to 11:40am

Please choose from Stream A or Stream B to enhance your conference experience

STREAM A:MANAGING UNCERTAINTIES AND CONSTRAINTS

STREAM B:ADVANCING DEMAND & SUPPLY PLANNING

11:00 Morning tea

12:40 Lunch



This workshop looks at how to optimise your supply chain to drive visibility, collaboration and effective cross-functional integration. Attendees will workshop the strategies to develop a seamless and collaborative supply chain; both within the organisation and with external parties, driven by a high performing, emotionally intelligent team.

This workshop will provide insights into:

• Understanding, then building, a broad action plane to create a seamless and collaborative supply chain• Understand the value of a seamless SC to your organisation.• Understand the current stage of SC team development and how to improve performance• Understanding, then building, a broad action plan to create a seamless and collaborative supply chain

Facilitated by: Stephen Hanman Co-Founder Collaborative Enquiry



2:10 Strategies to manage NIPs

• Designing an attribute-base forecasting model • Monitoring demand signals to recognise deviation from forecasts • Adjusting assumptions to reflect signals and drive NPI

Andrew Martin, National Demand Planning Manager ANZ, PepsiCo

2:40 Barriers to establishing an effective S&OP Process

• Identifying barriers to implementing and maintaining effective S&OP including • Overcoming these barriers • Future directions including the potential value from big data

James Allt-Graham, Partner, GRA

2:10 Creating a single demand forecast with multiple inputs

• Distilling multiple inputs with unique characteristics into a single forecast • Working across the organisation to capture key and relevant inputs for visibility and best practice modelling • Inclusive modelling beyond the supply chain organisation Ryan Dhondy, IBP Governance & Analytics Leader, Lion Co 2:40 Engaging the marketing organisation to shape and tune forecasts

• Delivering an inside view of market direction, competition and opportunities to drive responsive planning • Implications for product group portfolios, promotion and product introduction plans • Impact on profitability

Mia Maryeski, National Demand Planning Manager, Parmalat

This workshop examines the goals of an Integrated Business Planning process for an organisation. It looks at the key factors underpinning an effective IBP architecture, the challenges for integrated demand planning, supply planning and strategies for effective implementation.

This workshop will provide insights into:

• Clarifying the principle goals for IBP – comprehending the scale of what IBP can achieve• Overcoming traditional operational thinking and functional silos to integrate key business areas• Ownership of the IBP strategy and process• Understanding the business, visibility of business outcomes and business growth• Technological infrastructure to support implementation

Facilitated by: Scott Gardiner Director Supply Chain Supply Chain Planning Solutions

IMPLEMENTING A STRATEGIC INTEGRATED BUSINESS PLANNING PROCESS

SAY GOODBYE TO SILOS; CREATE ASEAMLESS SUPPLY CHAIN

3:10 Afternoon tea

POST CONFERENCE WORKSHOPS DAY THREE | THURSDAY 30th JUNE 2016Workshop A | 9:00am – 12:00pm Workshop B | 1:00pm - 4:00pm

3:40 Key deliverables to the executive business review

• Determining what has changed within multiple units, across products and organisational silos • Examining if the financial plan is on track and execution of performance metrics • What are the critical constraints and is there a need to revise long-term plans? • Performance review for product families

Nathan Doak, IBP Integrator, Asia & Pacific, Castrol

THE FINAL STEP – EXECUTIVE BUSINESS REVIEW4:20 Closing remarks from the Chair Annette Sando, General Manager Supply Chain - Beverage, Orora, and President, Board of Directors, apicsAU

4:30 End of the conference

Mail:

REGISTRATION FEEALL PRICES ARE EXCLUDING GST

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1: EARLY BIRD DISCOUNT. Register and pay by a deadline indicated above to achieve up to 20% SAVINGS on the Standard Rate. Registrations received without payment are ineligible for an Early Bird Discount and will be charged at the Standard Rate.2: TEAM DISCOUNT. ( i ) Register 3 delegates and receive 15% DISCOUNT off the standard price

( ii ) Register 4 delegates and receive the 5th TICKET FREE off the standard priceFor large group bookings, please email [email protected] to receive a quoteAll group registrations must be from the same company, at the same time and for the same event.Registrants must choose between the most advantageous discount option. Only one discount scheme applies

Phone: 61 2 9247 6000

Fax: 61 2 9247 6333

Email: [email protected]

Online: www.akolade.com.au

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Solution Provider Rate:

15 April 2016 6 May 2016 27 May 2016 10 June 2016

Integrated Business Planning Professionals:

28th – 30th June, 2016 Swissotel, Sydney68 Market Street,Sydney NSW 2000 Australia

+61 2 9238 8888

Networking DrinksPlease tick to indicate attendance and if you registered as a group, please indicate how many people will be attending:



Conference Only $3,899 $3,899 $3,899 $3,899 $3,899

Conference Only $1,799 $1,899 $1,999 $2,099 $2,199

Conference Plus 1 Workshop A or B $2,399 $2,499 $2,599 $2,699 $2,799

Conference Plus 2 Workshops $2,699 $2,799 $2,899 $2,999 $3,099

IMPORTANT NOTICE: Attendance will only be permitted upon receipt of full payment. Please note that the programme and speakers are subject to change without notice. If the venue changes, youwill be notified. Akolade will not be responsible for any event re-scheduled or cancelled.CANCELLATION POLICY: Should you be unable to attend, a substitute delegate is always welcome at no extra charge. Akolade regrets that no cancellations will be refunded, conference documents,however, will be sent to the delegates. For an event cancelled by Akolade, registration fees are fully refundable. Akolade will not be responsible for any event alterations, re-schedules, or cancellations.PRIVACY POLICY: Please note that a portion of the data for this mailing was supplied by third party sources. If you would no longer like to receive promotional mail from Akolade, please opt-out byconfirming in writing and forwarding your letter to [email protected]. Please note all opt-out requests will be processed within 30 business days from the date of receipt.

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akolade’s integrated business planning summit integrated... · a great event to hear from market...

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