global sales and operations planning to integrated business planning summit

8th Annual S&OP to Integrated Business Planning Summit

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. Lucy Jacobs, Partner at Oliver Wight, will be presenting an Expert Talk at 9.50am (Day One) on 'Leading from the Top Down: How to Gain and Maintain Executive Support for S&OP/IBP' . She will cover the essential role of executives in successful IBP practices and implementation, and how to engage your executives with the business and plans. The S&OP to Integrated Business Planning Summit will be a timely event at which cross-sector leaders share their experience of advanced S&OP and IBP . This event is taking place in Amsterdam, The Netherlands.

30 November 2023

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Global S&OP and Integrated Business Planning Summit

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Summit Introduction

Global disruptions have caused major headaches, pains and long restless nights for planners, forecasters and managers who have had to grapple with market shocks due to the pandemic, an ongoing war between Russia and the West and continued tensions between China and America. On a daily basis, constant challenges to SMEs to large companies are putting strain on the preexisting operational model’s companies have in place. If businesses are able to drive levels of excellence in their own departments, knowing how to build resilient pillars of the strategy is imperative to safeguarding against external threats and insecurity. Many companies remain inactive, while the most progressive prefer to solve the problems that have arisen. At our Global S&OP & Integrated Business Planning Summit you will get the chance to learn from the best, solve the issues surrounding your own dilemmas and be able to network with thought leaders and industry professionals.

Key Themes & Topics:

• The Journey to creating world class demand planning
• Unlocking the digital key to inventory management success
• Adaptive sales and operations planning
• Achieving supply chain resilience in an unstable world
• Common pitfalls to avoid when implementing S&OP

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• Sales Operations
• Demand Planning
• Business Process Optimization
• Business Strategy

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Global S&OP Integrated Business Planning Summit

• May 11, 2023 at 9:00 to May 12, 2023 at 18:00 UTC+02
• Location: Overtoom 503H, 1054 LH Amsterdam, Netherlands
• Latest Activity: Jan 10, 2023
• The Journey to creating world class demand planning
• Unlocking the digital key to inventory management success
• Adaptive sales and operations planning
• Achieving supply chain resilience in an unstable world
• Common pitfalls to avoid when implementing S&OP

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Global S&OP Integrated Business Planning summit 11th – 12th May 2023

• Amsterdam, The Netherlands

We are looking forward to join the Global S&OP Integrated Business Planning summit 11th – 12th May 2023 in Amsterdam, the Netherlands.

We are looking forward to join the Global S&OP Integrated Business Planning summit 11th – 12th May 2023 in Amsterdam, the Netherlands.

Join our presentation on May 11 th at 10:40 am to learn from our expert Willem Gerbecks on how to unleash the power of driver-based forecasting. Where he will elaborate on drafting the demand planning world where we are living in, how to realize predictive business in a volatile market, driver-based forecasting put in practice, and more…

Next to that our experts Sander de Groot , Jeroen Vermeulen and Andrey Averyanov are happy to drink a coffee with you.

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A better way to drive your business

Managing the availability of supply to meet volatile demand has never been easy. Even before the unprecedented challenges created by the COVID-19 pandemic and the war in Ukraine, synchronizing supply and demand was a perennial struggle for most businesses. In a survey of 54 senior executives, only about one in four believed that the processes of their companies balanced cross-functional trade-offs effectively or facilitated decision making to help the P&L of the full business.

That’s not because of a lack of effort. Most companies have made strides to strengthen their planning capabilities in recent years. Many have replaced their processes for sales and operations planning (S&OP) with the more sophisticated approach of integrated business planning (IBP), which shows great promise, a conclusion based on an in-depth view of the processes used by many leading companies around the world (see sidebar “Understanding IBP”). Assessments of more than 170 companies, collected over five years, provide insights into the value created by IBP implementations that work well—and the reasons many IBP implementations don’t.

Understanding IBP

Integrated business planning is a powerful process that could become central to how a company runs its business. It is one generation beyond sales and operations planning. Three essential differentiators add up to a unique business-steering capability:

• Full business scope. Beyond balancing sales and operations planning, integrated business planning (IBP) synchronizes all of a company’s mid- and long-term plans, including the management of revenues, product pipelines and portfolios, strategic projects and capital investments, inventory policies and deployment, procurement strategies, and joint capacity plans with external partners. It does this in all relevant parts of the organization, from the site level through regions and business units and often up to a corporate-level plan for the full business.
• Risk management, alongside strategy and performance reviews. Best-practice IBP uses scenario planning to drive decisions. In every stage of the process, there are varying degrees of confidence about how the future will play out—how much revenue is reasonably certain as a result of consistent consumption patterns, how much additional demand might emerge if certain events happen, and how much unusual or extreme occurrences might affect that additional demand. These layers are assessed against business targets, and options for mitigating actions and potential gap closures are evaluated and chosen.
• Real-time financials. To ensure consistency between volume-based planning and financial projections (that is, value-based planning), IBP promotes strong links between operational and financial planning. This helps to eliminate surprises that may otherwise become apparent only in quarterly or year-end reviews.

An effective IBP process consists of five essential building blocks: a business-backed design; high-quality process management, including inputs and outputs; accountability and performance management; the effective use of data, analytics, and technology; and specialized organizational roles and capabilities (Exhibit 1). Our research finds that mature IBP processes can significantly improve coordination and reduce the number of surprises. Compared with companies that lack a well-functioning IBP process, the average mature IBP practitioner realizes one or two additional percentage points in EBIT. Service levels are five to 20 percentage points higher. Freight costs and capital intensity are 10 to 15 percent lower—and customer delivery penalties and missed sales are 40 to 50 percent lower. IBP technology and process discipline can also make planners 10 to 20 percent more productive.

When IBP processes are set up correctly, they help companies to make and execute plans and to monitor, simulate, and adapt their strategic assumptions and choices to succeed in their markets. However, leaders must treat IBP not just as a planning-process upgrade but also as a company-wide business initiative (see sidebar “IBP in action” for a best-in-class example).

IBP in action

One global manufacturer set up its integrated business planning (IBP) system as the sole way it ran its entire business, creating a standardized, integrated process for strategic, tactical, and operational planning. Although the company had previously had a sales and operations planning (S&OP) process, it had been owned and led solely by the supply chain function. Beyond S&OP, the sales function forecast demand in aggregate dollar value at the category level and over short time horizons. Finance did its own projections of the quarterly P&L, and data from day-by-day execution fed back into S&OP only at the start of a new monthly cycle.

The CEO endorsed a new way of running regional P&Ls and rolling up plans to the global level. The company designed its IBP process so that all regional general managers owned the regional IBP by sponsoring the integrated decision cycles (following a global design) and by ensuring functional ownership of the decision meetings. At the global level, the COO served as tiebreaker whenever decisions—such as procurement strategies for global commodities, investments in new facilities for global product launches, or the reconfiguration of a product’s supply chain—cut across regional interests.

To enable IBP to deliver its impact, the company conducted a structured process assessment to evaluate the maturity of all inputs into IBP. It then set out to redesign, in detail, its processes for planning demand and supply, inventory strategies, parametrization, and target setting, so that IBP would work with best-practice inputs. To encourage collaboration, leaders also started to redefine the performance management system so that it included clear accountability for not only the metrics that each function controlled but also shared metrics. Finally, digital dashboards were developed to track and monitor the realization of benefits for individual functions, regional leaders, and the global IBP team.

A critical component of the IBP rollout was creating a company-wide awareness of its benefits and the leaders’ expectations for the quality of managers’ contributions and decision-making discipline. To educate and show commitment from the CEO down, this information was rolled out in a campaign of town halls and media communications to all employees. The company also set up a formal capability-building program for the leaders and participants in the IBP decision cycle.

Rolled out in every region, the new training helps people learn how to run an effective IBP cycle, to recognize the signs of good process management, and to internalize decision authority, thresholds, and escalation paths. Within a few months, the new process, led by a confident and motivated leadership team, enabled closer company-wide collaboration during tumultuous market conditions. That offset price inflation for materials (which adversely affected peers) and maintained the company’s EBITDA performance.

Our research shows that these high-maturity IBP examples are in the minority. In practice, few companies use the IBP process to support effective decision making (Exhibit 2). For two-thirds of the organizations in our data set, IBP meetings are periodic business reviews rather than an integral part of the continuous cycle of decisions and adjustments needed to keep organizations aligned with their strategic and tactical goals. Some companies delegate IBP to junior staff. The frequency of meetings averages one a month. That can make these processes especially ineffective—lacking either the senior-level participation for making consequential strategic decisions or the frequency for timely operational reactions.

Finally, most companies struggle to turn their plans into effective actions: critical metrics and responsibilities are not aligned across functions, so it’s hard to steer the business in a collaborative way. Who is responsible for the accuracy of forecasts? What steps will be taken to improve it? How about adherence to the plan? Are functions incentivized to hold excess inventory? Less than 10 percent of all companies have a performance management system that encourages the right behavior across the organization.

By contrast, at the most effective organizations, IBP meetings are all about decisions and their impact on the P&L—an impact enabled by focused metrics and incentives for collaboration. Relevant inputs (data, insights, and decision scenarios) are diligently prepared and syndicated before meetings to help decision makers make the right choices quickly and effectively. These companies support IBP by managing their short-term planning decisions prescriptively, specifying thresholds to distinguish changes immediately integrated into existing plans from day-to-day noise. Within such boundaries, real-time daily decisions are made in accordance with the objectives of the entire business, not siloed frontline functions. This responsive execution is tightly linked with the IBP process, so that the fact base is always up-to-date for the next planning iteration.

A better plan for IBP

In our experience, integrated business planning can help a business succeed in a sustainable way if three conditions are met. First, the process must be designed for the P&L owner, not individual functions in the business. Second, processes are built for purpose, not from generic best-practice templates. Finally, the people involved in the process have the authority, skills, and confidence to make relevant, consequential decisions.

Design for the P&L owner

IBP gives leaders a systematic opportunity to unlock P&L performance by coordinating strategies and tactics across traditional business functions. This doesn’t mean that IBP won’t function as a business review process, but it is more effective when focused on decisions in the interest of the whole business. An IBP process designed to help P&L owners make effective decisions as they run the company creates requirements different from those of a process owned by individual functions, such as supply chain or manufacturing.

One fundamental requirement is senior-level participation from all stakeholder functions and business areas, so that decisions can be made in every meeting. The design of the IBP cycle, including preparatory work preceding decision-making meetings, should help leaders make general decisions or resolve minor issues outside of formal milestone meetings. It should also focus the attention of P&L leaders on the most important and pressing issues. These goals can be achieved with disciplined approaches to evaluating the impact of decisions and with financial thresholds that determine what is brought to the attention of the P&L leader.

The aggregated output of the IBP process would be a full, risk-evaluated business plan covering a midterm planning horizon. This plan then becomes the only accepted and executed plan across the organization. The objective isn’t a single hard number. It is an accepted, unified view of which new products will come online and when, and how they will affect the performance of the overall portfolio. The plan will also take into account the variabilities and uncertainties of the business: demand expectations, how the company will respond to supply constraints, and so on. Layered risks and opportunities and aligned actions across stakeholders indicate how to execute the plan.

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Trade-offs arising from risks and opportunities in realizing revenues, margins, or cost objectives are determined by the P&L owner at the level where those trade-offs arise—local for local, global for global. To make this possible, data visible in real time and support for decision making in meetings are essential. This approach works best in companies with strong data governance processes and tools, which increase confidence in the objectivity of the IBP process and support for implementing the resulting decisions. In addition, senior leaders can demonstrate their commitment to the value and the standards of IBP by participating in the process, sponsoring capability-building efforts for the teams that contribute inputs to the IBP, and owning decisions and outcomes.

Fit-for-purpose process design and frequency

To make IBP a value-adding capability, the business will probably need to redesign its planning processes from a clean sheet.

First, clean sheeting IBP means that it should be considered and designed from the decision maker’s perspective. What information does a P&L owner need to make a decision on a given topic? What possible scenarios should that leader consider, and what would be their monetary and nonmonetary impact? The IBP process can standardize this information—for example, by summarizing it in templates so that the responsible parties know, up front, which data, analytics, and impact information to provide.

Second, essential inputs into IBP determine its quality. These inputs include consistency in the way planners use data, methods, and systems to make accurate forecasts, manage constraints, simulate scenarios, and close the loop from planning to the production shopfloor by optimizing schedules, monitoring adherence, and using incentives to manufacture according to plan.

Determining the frequency of the IBP cycle, and its timely integration with tactical execution processes, would also be part of this redesign. Big items—such as capacity investments and divestments, new-product introductions, and line extensions—should be reviewed regularly. Monthly reviews are typical, but a quarterly cadence may also be appropriate in situations with less frequent changes. Weekly iterations then optimize the plan in response to confirmed orders, short-term capacity constraints, or other unpredictable events. The bidirectional link between planning and execution must be strong, and investments in technology may be required to better connect them, so that they use the same data repository and have continuous-feedback loops.

Authorize consequential decision making

Finally, every IBP process step needs autonomous decision making for the problems in its scope, as well as a clear path to escalate, if necessary. The design of the process must therefore include decision-type authority, decision thresholds, and escalation paths. Capability-building interventions should support teams to ensure disciplined and effective decision making—and that means enforcing participation discipline, as well. The failure of a few key stakeholders to prioritize participation can undermine the whole process.

Decision-making autonomy is also relevant for short-term planning and execution. Success in tactical execution depends on how early a problem is identified and how quickly and effectively it is resolved. A good execution framework includes, for example, a classification of possible events, along with resolution guidelines based on root cause methodology. It should also specify the thresholds, in scope and scale of impact, for operational decision making and the escalation path if those thresholds are met.

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In addition to guidelines for decision making, the cross-functional team in charge of executing the plan needs autonomy to decide on a course of action for events outside the original plan, as well as the authority to see those actions implemented. Clear integration points between tactical execution and the IBP process protect the latter’s focus on midterm decision making and help tactical teams execute in response to immediate market needs.

An opportunity, but no ‘silver bullet’

With all the elements described above, IBP has a solid foundation to create value for a business. But IBP is no silver bullet. To achieve a top-performing supply chain combining timely and complete customer service with optimal cost and capital expenditures, companies also need mature planning and fulfillment processes using advanced systems and tools. That would include robust planning discipline and a collaboration culture covering all time horizons with appropriate processes while integrating commercial, planning, manufacturing, logistics, and sourcing organizations at all relevant levels.

As more companies implement advanced planning systems and nerve centers , the typical monthly IBP frequency might no longer be appropriate. Some companies may need to spend more time on short-term execution by increasing the frequency of planning and replanning. Others may be able to retain a quarterly IBP process, along with a robust autonomous-planning or exception engine. Already, advanced planning systems not only direct the valuable time of experts to the most critical demand and supply imbalances but also aggregate and disaggregate large volumes of data on the back end. These targeted reactions are part of a critical learning mechanism for the supply chain.

Over time, with root cause analyses and cross-functional collaboration on systemic fixes, the supply chain’s nerve center can get smarter at executing plans, separating noise from real issues, and proactively managing deviations. All this can eventually shorten IBP cycles, without the risk of overreacting to noise, and give P&L owners real-time transparency into how their decisions might affect performance.

P&L owners thinking about upgrading their S&OP or IBP processes can’t rely on textbook checklists. Instead, they can assume leadership of IBP and help their organizations turn strategies and plans into effective actions. To do so, they must sponsor IBP as a cross-functional driver of business decisions, fed by thoughtfully designed processes and aligned decision rights, as well as a performance management and capability-building system that encourages the right behavior and learning mechanisms across the organization. As integrated planning matures, supported by appropriate technology and maturing supply chain–management practices, it could shorten decision times and accelerate its impact on the business.

Elena Dumitrescu is a senior knowledge expert in McKinsey’s Toronto office, Matt Jochim is a partner in the London office, and Ali Sankur is a senior expert and associate partner in the Chicago office, where Ketan Shah is a partner.

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The Progression from Traditional S&OP to a Strategic IBP Process

Evolving traditional Sales and Operations Planning (S&OP) to a more strategic Integrated Business Planning (IBP) process has become critical to thrive in an increasingly complex and volatile global market. The shift from S&OP to IBP is not merely a change in terminology; it represents a fundamental transformation in how companies approach planning, decision-making, and collaboration across the organization.

Historically, many departments operated in silos, with supply chain, finance, merchandising, and other functions working independently. In our recent webinar: Aligning Strategic and Tactical Supply Chain Planning with Finance , our panel of supply chain experts discussed how these silos have to be broken down, and all stakeholders need to move together, not in isolation. IBP is the catalyst for this transformation, as it encourages a collaborative approach to planning that spans the entire organization.

The more advanced IBP process empowers companies to break down the barriers between different departments to foster a holistic understanding of the business landscape. This encourages cross-functional collaboration, enabling supply chain planners, finance experts, merchandisers and other key stakeholders in the organization to work synergistically towards common organizational goals. By improving alignment across the business and involving input from different perspectives in the planning process, companies benefit from more robust and resilient strategies.

What are the Key Differences Between S&OP and IBP?

When discussing the key differentiators between S&OP and IBP during the session, Richard Herrin, industry leader in advanced S&OP and IBP strategy, underscored a significant limitation of S&OP. He affirmed the traditional approach often fell short because it primarily focused on volumes and short-term objectives, while neglecting financial considerations. Richard noted: “9 out of 10 S&OP implementations never really delivered on the full promise, because it was just a volumetric exercise every month.” He then explained how IBP emerged as the solution to bridge these gaps, recognizing the need for a more comprehensive approach that integrates financial impacts into the decision-making process.

Rebecca Haerter, Vice President of Supply Chain at Full Compass Systems, elaborated on this, highlighting the tactical nature of S&OP, where the focus was on checking boxes without considering the broader consequences. In contrast, she said IBP promotes “great strategic discussions across the organization, with the key decision makers involved and aligned.” She added that in this process, the key decision-makers understand that the plan is only as good as its adaptability to changing circumstances.

The agility that IBP brings to the table is vital for businesses to adapt and remain competitive. It allows companies to shift inventories as market conditions change, avoiding the worst-case scenario where inventory is stuck in a declining segment while the business's growth drivers remain underfunded. The ability to adjust strategically and promptly to industry shifts is a game-changer, ultimately elevating revenue and margin.

In essence, IBP is all about collaboration. It brings together diverse teams and departments, fostering open and transparent discussions that allow for the best decisions to be made. As Rebecca mentioned, it's a process where individuals challenge each other's thought processes, bringing different perspectives to the table. This collaborative approach ensures that organizations can make the most informed decisions, adapt to change swiftly, and navigate the complexities of the modern business landscape successfully.

Watch the webinar to learn how your peers are making the most of advanced supply chain planning software to align operations across a robust IBP process: Aligning Strategic and Tactical Supply Chain Planning with Finance (johngalt.com)

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Global S&OP & Integrated Business Planning Summit

• 05-06 Dec 2024
• Berlin, Germany

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The Global S&OP & Integrated Business Planning Summit is dedicated to the adapting challenges that businesses are facing in a changing eco-system.

The Global S&OP & Integrated Business Planning Summit covers topics such as:

• Embedding Financial Forecasting into S&OP
• Operational Excellence Management
• Performance Indicators Driving Accuracy in Forecasting
• How to establish integrated sales and marketing behavior
• Looking into New Planning Methods
• The Journey of Implementing S&OP in a Multinational Company

The Global S&OP & Integrated Business Planning Summit brings together senior attendees with job titles such as:

• Senior Directors
• Demand Planning Managers

The Global S&OP & Integrated Business Planning Summit will be held in Berlin, Germany on 05-06 Dec 2024.

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Useful links, bridging the gap: how sales & operations execution (s&oe) enhances integrated business planning (ibp) to manage short-term uncertainties.

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Dec 20, 2023 Planning , Supply Chain , Critical Issues , Process Comments ( 0 )

By Stephen Dombroski, Director, Consumer Markets, QAD.

In today's dynamic business landscape, companies are continually striving to strike a balance between long-term strategic planning and short-term operational execution. Integrated Business Planning (IBP) has emerged as a comprehensive framework that aligns various business functions towards a common goal, enabling organizations to effectively manage resources, demand, and supply.

Within the IBP framework, Sales & Operations Execution (S&OE) has gained prominence as a critical tool to manage short-term uncertainties (STU) and bridge the gap between strategic planning and tactical execution.

Understanding Integrated Business Planning (IBP)

Integrated Business Planning (IBP) is a holistic approach to managing an organization's resources, operations, and finances by aligning key functions such as sales, marketing, finance, supply chain, and manufacturing. IBP enables companies to enhance collaboration, visibility, and agility across the entire value chain, all while providing a strategic perspective by aligning long-term goals with operational activities, thereby facilitating better decision-making and risk management.

The Challenge of Short-Term Uncertainties (STU)

Short-term uncertainties (STU) present significant challenges to businesses. These uncertainties can stem from various factors, including demand fluctuations, supply chain disruptions, geopolitical events, and regulatory changes. Effectively managing STU requires organizations to have agile and responsive processes that can adjust to dynamic market conditions while ensuring operational efficiency. STU can also make it easy for an organization to become disconnected with their strategic plan.

Enter Sales & Operations Execution (S&OE)

Sales & Operations Execution (S&OE) is a tactical process that operates within the broader IBP framework. S&OE acts as a bridge between strategic planning and operational execution, focusing on managing day-to-day activities and responding to short-term challenges. It enhances visibility, coordination, and communication among cross-functional teams, ensuring that the organization's operational plans remain aligned with the broader strategic objectives.

Key Benefits of S&OE in Managing STU within IBP

• Real-time Visibility: S&OE provides real-time visibility into the demand and supply dynamics, enabling organisations to identify emerging STU quickly. With this insight, companies can make informed decisions to address immediate challenges and exploit opportunities.
• Rapid Scenario Analysis: S&OE allows for rapid scenario analysis by modelling various what-if scenarios in response to STU. This empowers organisations to evaluate the impact of different decisions before implementation, minimising risks and optimising outcomes. This helps solve a current problem and keep the long term plan intact.
• Enhanced Collaboration: Effective S&OE fosters collaboration among cross-functional teams, breaking down silos and promoting alignment. Improved communication ensures that everyone is on the same page, reducing misunderstandings and facilitating faster problem-solving.
• Demand-Supply Balancing: S&OE enables organisations to dynamically adjust demand and supply plans to align with changing market conditions. This proactive approach ensures that the right products are available at the right time and in the right quantities. This helps manage short term demand fluctuations.
• Agile Response to Disruptions: S&OE equips businesses to respond swiftly to unexpected issues such as supply chain interruptions or sudden changes in consumer behaviour. By providing a mechanism for rapid decision-making and execution, S&OE minimizes the impact of disruptions on the overall supply chain.
• Continuous Improvement: S&OE supports a culture of continuous improvement by capturing lessons learned and best practices from ongoing operations. This knowledge can be fed back into the strategic planning process, enhancing the organisation's ability to navigate future STU.
• Data-Driven Insights: S&OE relies on data-driven insights to guide decision-making. By leveraging advanced analytics and real-time data, organisations can make more accurate predictions and informed choices to manage STU effectively.

In today's fast-paced and uncertain business environment, the integration of long-term strategic planning and short-term operational execution is essential for sustained success. Integrated Business Planning (IBP) serves as a comprehensive framework for aligning various business functions toward common objectives. Within this framework, Sales & Operations Execution (S&OE) emerges as a crucial tool that enables organizations to manage short-term uncertainties (STU) effectively.

S&OE bridges the gap between strategic planning and tactical execution by providing real-time visibility, rapid scenario analysis, enhanced collaboration, demand-supply balancing, agile response to disruptions, and data-driven insights. By leveraging S&OE within the IBP framework, businesses can navigate the complexities of STU, enhance their decision-making capabilities, and achieve operational excellence in a rapidly changing market landscape. As companies continue to embrace the symbiotic relationship between IBP and S&OE, they position themselves for resilience, competitiveness and growth in the face of uncertainty.

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Carlos currently leads supply chain on a global level based in Newport Beach, California USA. In the past, he was Director of Value Chain Planning for Starbucks. And prior to that he was Director of Integrated Supply Chain with HJ Heinz where he implemented the next generation of S&OP. Carlos is fluent in German, Spanish and Mandarin. He holds an MBA from the Babcock School of Business at Wake Forest University and an Industrial Engineering degree from EAFIT University in Colombia, South America.

Ana is the Demand Forecasting Product Owner at British American Tobacco. Her remit covers Process, Capability & the Digital Functionality for global demand forecasting. Passionate about demand forecasting, Ana has held a variety of demand forecasting roles since joining BAT in 2007, building deep functional, strategic and commercial expertise which she has utilised to design and deliver demand forecasting transformations. She studied Applied Mathematics at the Lusiada do Porto University in Portugal.

Patrick Bower has a wide area of expertise, including S&OP, Demand Planning, Inventory, Network Optimization, and Production Scheduling. A recognized expert on demand planning and S&OP, and a self-professed “S&OP geek” - Patrick was previously Practice Manager of Supply Chain Planning at the consulting firm, Plan4Demand where his client list included Diageo, Bayer, GlaxoSmithKline, Pfizer, Foster Farms, Cabot Industries and American Girl. Patrick’s experience encompasses tenures with Cadbury, Kraft Foods, Unisys, and Snapple. Patrick also worked for the supply chain software company - Numetrix, and was Vice President of R&D at Atrion International. He was also the recipient of IBF’s 2012 award for Excellence in Business Forecasting & Planning.

Misty is the Senior DT Manager, Planning and Fulfillment Systems for GE Appliances. She leads the digital team supporting planning and fulfillment systems across the organization. Prior to joining GE Appliances in 2022, Misty held several leadership roles in multiple industries ranging from food and packaging to CPG companies. She has a wide area of expertise including S&OP, Demand Planning, Inventory, and Supply Planning. She has been a driver of process improvements and leading digital transformations. Misty holds a degree from the University of Illinois. In 2022, she received the Excellence in Business Forecasting & Planning award from IBF.

Todd has extensive experience in coordinating demand planning processes and S&OP. He was involved in Finance, Customer Service, Supply Chain, and Sales Planning. He is an Advanced Certified Professional Forecaster (ACPF) and holds a BS degree from Boston College and an MBA from University of New Hampshire with a focus in Supply Chain Management and Marketing. Todd is also a member of the Institute of Business Forecasting & Planning (IBF) Board of Advisors and has served as a keynote speaker & panelist for IBF Executive Forums and conferences. Todd has also published in the IBF’s Journal of Business Forecasting.

Carlos is currently Global Capability Director at Mars, Inc. He leads transformational initiatives in the Enterprise Planning and S&OP spaces for Pet Nutrition, Mars Wrigley, Food and Multi Sales segments. He is also the global process owner for Demand Planning and leader of a global community of practice. Prior to Mars, Carlos worked for IBM and The Goodyear Tire & Rubber Co. He has been published in the Journal of Business Forecasting, is an IBF Advanced Certified Professional Forecaster (ACPF) and was a speaker at the 2021 IBF Best Practices Conference. Carlos holds an MBA from Northwestern University’s Kellogg School of Business and a degree in Mechanical Engineering from the University of Sao Paulo in Brazil.

Tim leads the newly created Enterprise Capacity Planning Team at Target, reporting into the COO. Prior to this he served for five years as SVP, Network Planning, Global Intelligence and Last Mile where he oversaw Target’s Supply Chain intelligence products and applications as well as end-to-end strategic and operational functions for Network and Topology Planning. Before joining Target in 2017, Tim held a number of leadership roles at Amazon covering Supply Chain Execution, Capacity Planning and Management, Inventory Placement and Labor Planning. He also spent more than a decade at Panalpina World Transport where he had responsibility for worldwide logistics and supply chain solutions. Tim sits on the Advisory Board for the Institute of Business Forecasting and Planning (IBF) and is a former Executive Director of The Warehouse Education and Research Council. Tim holds a Master’s degree in Electrical and Industrial Engineering as well as a degree in Logistics and Supply Chain from the University of Technology in Darmstadt, Germany.

Lee is currently the Executive Director of Supply Planning & Fulfillment at GE Appliances, a Haier company. He began his career at an early age, working at the family confectionery business from elementary school through college. In his near 20-year career at GE, Lee has held various leadership roles in Product Management, and Product Marketing and Global Sourcing. He is currently focused on the transformation of the Fulfillment organization, driving systems and process excellence, and designing a digital Customer first signal that travels through the entire Value Chain. Lee attended the University of Illinois, majoring in Mechanical Engineering.

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Best Practices Conference

Leadership Forum

Pre-Conference Tutorial

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Reserve Your Space Without Obligation

Need time to get approval? No worries. Reserve seat, lock-in discounted rate, and pay later.

This is the world’s leading demand planning, forecasting and S&OP conference, bringing together a wide range of professionals for 2 or 3 days of workshops, round robins, and panel discussions. With 2 maturity streams, it is designed both for companies getting started with planning as well as companies looking to take their planning to best-in-class. This event is community-focused with multiple networking and socializing opportunities in a friendly environment, all in a stunning Scottsdale location.

SESSION TRACKS

ESSENTIAL — NEXT-LEVEL

• Join the largest gathering of global professionals from well-known brands, representing all industries with S&OP/ IBP, Demand Planning, Supply Chain, Forecasting, and Analytics/ Data Science responsibilities
• Meet other professionals from Sales, Marketing, Finance, HR, Executive Management, and other key functions in the S&OP/ IBP process
• Learn how to bring change to your organization for better S&OP and operations planning
• Truly learn how to reach Integrated Business Planning (IBP) at your company
• Bring your organization to best-in-class levels in performance through better business planning & forecasting
• Learn step-by-step from lessons learned and case studies shared by well-known global companies
• Get instant feedback on your specific challenges and truly network during our Round-Robin Round-Table Discussions
• Enjoy further networking during our after conference cocktail reception
• Enjoy views of Camelback Mountain from our luxurious resort, and visit and shop in Old Town Scottsdale, located less than three miles away, before or after the conference
• All this and more

The Institute of Business Forecasting & Planning – IBF is a membership organization recognized worldwide as the premier full-service provider of S&OP/ IBP, Demand Planning, Forecasting, Business Analytics education, benchmarking research, training, certification, world-class conferences, and advisory services. Since 1982, the IBF has been helping businesses improve their forecasting and planning performance in an effort to enhance growth, optimize supply chains, improve cash-flow and their bottom line. It has been said that no other organization on the globe has as much depth in its services and educational content for S&OP/IBP, Demand Planning & Forecasting as IBF.

Having some of the world’s most well known global companies as its members, the IBF is constantly finding and disseminating better ways to manage demand, improve organizational efficiency, and company performance. By becoming an IBF member, you can ensure that you stay current with proven best practices, link with global professionals facing similar challenges, ascend in your career, and bring your organization to best-in-class levels in performance. The IBF is a pioneer in developing a Demand Planning, Forecasting, and S&OP Certification program that can help boost your credentials, as well as, give management greater confidence in its people. The IBF is known for two levels of certification: Certified Professional Forecaster (CPF®️) and Advanced Certified Professional Forecaster (ACPF®️).

TERMS & CONDITIONS :

• PAYMENT: Payment in full is required prior to the scheduled date of IBF event. Unless payment is received before the start of the scheduled event, your registration will be canceled.
• CANCELLATION POLICY: All cancellations must be received in writing a minimum of 15 days prior to the IBF event. Cancellations received less than 15 days prior to scheduled event are subject to a $195 (USD) service charge. No refunds will be given for cancellations made on the event date and thereafter of scheduled program. If you have received training material for the event, then regardless of time before the event, no refunds will be given. Furthermore, if your package includes IBF Membership, membership is non-refundable. Therefore any approved refunds that include IBF Membership will be returned minus IBF Membership at the advertised price.
• MATERIALS: Any materials delivered by IBF in reference to this program are for personal use only.
• SPEAKERS: The Institute of Business Forecasting & Planning - IBF, reserves the right to substitute, eliminate, and/or reschedule sessions and speakers if necessary.
• Plus, as a registrant or speaker, you agree that you may be included in group pictures or videos taken at the event that could be used for IBF services, including marketing in the future.
• For event packages that include IBF membership, registrants will be billed annually for each member. Membership can be cancelled at any time by unselecting membership renewal on your IBF profile.

Designed to provide high-level management and their associates with leadership support and guidance with the latest successful practices in Business Planning, S&OP, and Forecasting used today.

The Forum will have 3 Executive Discussion Streams:

• Executive Stream 1: Making S&OP/ IBP A Competitive Advantage During Good Times & Bad. Establishing S&OP/ IBP as Your Organization’s Compass
• Executive Stream 2: Leveraging Demand Planning, Business Forecasting & AI. People, Process, and Technology in the New Age of Planning
• Executive Stream 3: Optimizing Supply Chains to be More Efficient, Agile and Sustainable. Key Pillars of a Resilient Supply Chain in the Face of Disruption

IBF members will receive expert instruction on the Fundamentals of Demand Planning & Forecasting, based on IBF’s body of knowledge used by 1000’s of global companies. You’ll hear about what works and what successful companies are doing today to improve business performance.

Key Learnings:

• Learn how to measure forecasting performance, a key to continuous improvement
• Learn next level forecasting analytics used by best-in-class companies
• Learn how to analyze and treat data before using your ERP System
• Learn how to prepare baseline forecasts using Time Series methods, the most widely used method for forecasting
• Learn how to use Regression/ Causal analytical methods to explain, forecast, and drive demand
• Learn how to forecast and plan new products, where limited or no data may be available
• And much more

This workshop is an excellent step in preparing and becoming a Certified Professional Forecaster (CPF®). Exams will be offered on October 21, 2021.

• Pre-Conference Tutorial Oct 17, 2023
• Leadership Forum Oct 18, 2023
• Conference Day 1 Oct 19, 2023
• Conference Day 2 Oct 20, 2023

ROLE OF FORECASTING IN THE ORGANIZATION

• Benefits and its impact on supply chain, management decisions, financial plans
• Responsibilities/Accountability
• Consensus development and management support
• Relationship to other decision and planning processes
• Cross-function participation and involvement
• Data Cleansing
• Data identification and definition
• Structure of time series data
• Data collection and analysis
• Identifying and adjusting for anomalies

HOW TO FORECAST WITH TIMES SERIES MODELS – THE MOST WIDELY USED METHOD OF FORECASTING

• Importance of pattern identification
• Time series model development
• When to use time series models
• Advantages and disadvantages of time series
• Event adjustments and when to use
• Underlying assumptions
• Widely used time series methods – averages, naïve model, exponential smoothing, decomposition, trend, seasonal, and other time series methods

OTHER FORECASTING MODELS AND APPLICATIONS

• An Overview of Regression Analysis for Scenario Planning and What-if Analysis
• Application in estimating effects of promotions, pricing, advertising, and other program actions
• New Product Forecasting
• Overview of Quantitative and Qualitative forecasting methods
• Demand sensing

SALES & OPERATIONS PLANNING (INTERNAL & EXTERNAL COLLABORATION)

• Overview of the S&OP process and why it is important
• Fundamental process building blocks
• Review meetings overview, timing and participants
• Meeting Inputs/Outputs
• Maintaining the S&OP process with Management organizational changes
• Roles, who is supposed to do what and how?
• Proven implementation steps and keys to success

Member’s discount: -$100

• Neways iPac

Become an IBF Member and Start Improving Your Forecasting & Planning Performance Today.

IBF members include well-known company professionals that span a broad array of business sectors. By joining our organization, you can make certain that your company sets up the right forecasting & planning process and uses the best techniques available. Moreover, you can be sure that your forecasting and demand planning staff has the proper knowledge and skill set for success.

• A subscription to the Journal of Business Forecasting, which is primarily written by and geared toward practitioners.
• Our Research Reports which include valuable benchmarking information and provide you with eye opening information on various topics in Business Forecasting and Planning.
• Special discounts on our Conferences, Workshops, Training Seminars, Certification Program, as well as on any new products and services we will offer in the future.
• Access to Journal of Business Forecasting Past Articles (FREE)Access to our growing online Knowledge section & Action Templates
• Complimentary 1-day Tutorials at select Global events ($1000 USD Value)

• CANCELLATION POLICY: All cancellations must be received in writing a minimum of 15 days prior to the scheduled IBF event. Cancellations received less than 15 days prior to the event are subject to a $195 (USD) service charge. However, the fee is waived if a credit is selected. For cancellations made on the event date or thereafter, a credit will be applied, no refunds. If you have received training material for the event, then regardless of time before the event, only a credit will be given, no refunds. Furthermore, if your package includes IBF Membership, membership is non-refundable. Therefore any approved refunds that include IBF Membership will be returned minus IBF Membership at the advertised price.

Insight Tribune

Ignite Your Mind and Illuminate Your World

Maximizing the Benefits of Global S&OP at the Integrated Business Planning Summit

The Integrated Business Planning (IBP) Summit is an annual event that brings together executives, planners, and industry leaders from all over the world to discuss the latest trends and practices in supply chain management. One of the key topics at this year’s summit is maximizing the benefits of global Sales and Operations Planning (S&OP).

In today’s global business environment, S&OP has become critical for success. It enables companies to align their demand plans with their supply plans and identify potential risks and opportunities. However, implementing and executing an effective global S&OP process can be a challenge.

Here are some key insights that will be discussed at the IBP summit on how to maximize the benefits of global S&OP.

1. Ensuring Leadership Alignment

The success of any S&OP process begins with leadership alignment. Leaders need to establish clear goals and objectives for the S&OP process that align with the overall business strategy. This means involving the C-suite and other key stakeholders from the beginning and keeping them engaged throughout the process.

2. Creating a Collaborative Culture

An effective S&OP process requires collaboration across different functions, including sales, marketing, operations, and finance. To create a collaborative culture, companies need to break down silos and establish open lines of communication. This can be achieved through regular meetings, cross-functional training, and shared performance metrics.

3. Utilizing Technology

Technology plays a critical role in enabling a global S&OP process. It can help automate data collection and analysis, improve visibility across the supply chain, and enable real-time decision making. However, technology alone cannot solve all problems. It needs to be integrated with the overall S&OP process and used in conjunction with human expertise.

4. Focusing on Continuous Improvement

S&OP is not a one-time event. It requires continuous improvement to stay relevant and effective. Companies need to track performance metrics, identify areas for improvement, and implement changes to the S&OP process. This requires a culture of continuous improvement and a willingness to adapt and change over time.

In conclusion, global S&OP is critical for success in today’s global business environment. To maximize its benefits, companies need to ensure leadership alignment, create a collaborative culture, utilize technology, and focus on continuous improvement. By following these best practices, companies can achieve better alignment of demand and supply plans, reduce costs, and improve customer satisfaction. The IBP summit provides a valuable opportunity to learn from industry leaders and experts in this field, and to stay on top of the latest trends and practices in supply chain management.

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Third BASE Sales Summit and Career Expo is Biggest Yet

The third annual Business Analytics, Sales and Supply Chain, or BASE , Summit and Career Expo, hosted by the University of Mississippi School of Business Administration, brought together a record number of students with potential employers in the field.

The event, held March 5 in the Paul B. Johnson Commons, featured numerous employees from 49 Financial , AT&T , Dell Technologies , Harrah’s Gulf Coast , Insight Global , Modern Woodmen of America, Mylo, Rezult Group, S trategic Financial Partners and Trane .

“Our career and networking events are great learning opportunities for students interested in sales, supply chain or business analytics careers, and we continue to gain traction every semester,” said Matt Shaner, director of the BASE program and assistant professor of marketing. “We had a record student turnout last fall, and we more than doubled our fall attendance this spring.”

Mary Katherine Womack, business development partner at Rezult Group , and Morgan Ball, the firm’s director of business operations, discussed the early phases of their careers and what they have learned. They emphasized that sales is more than finance; it also includes a focus on building relationships and connections with clients.

“Ole Miss builds people up to be social people, work a room and apply knowledge learned in the classroom for the real world,” said Womack, A Nashville, Tennessee, resident who earned her degree in integrated marketing communications at Ole Miss. “Sales is a people-oriented job and you learn quickly.”

Serving your community is another important consideration, said Laura Avant, representing Modern Woodmen , a holistic financial service company. Modern Woodmen handles everything from life insurance and investment funds to retirement planning to even estate planning. But more importantly, the client-owned company focuses on giving back to communities across the country, she said.

“The difference between us is that we are a fraternal based company which just means that we are not owned by stockholders,” Avant said. “So, we are owned by our members and by our clients, which allows us to do more for them.

“Like last year, we put $1.2 million back into the state of Mississippi.”

The company also has been assisting with the rebuilding efforts in the Monroe County town of Amory, following a destructive tornado last year.

The large number of companies represented allowed students to talk one-on-one with employees and understand more about each company and what hiring managers look for in prospective employees.

“We want students to have every opportunity to succeed in their careers, including developing both analytical acumen as well as effective communication skills,” Shaner said. “These events are designed to give them exposure to industry recruiters, as well as the practice and polish they need to develop the kind of executive presence that will serve them well long after they’ve graduated.”