Australia is going through a period of economic uncertainty and volatility.  To survive this downturn, businesses are starting to realise that they can no longer rely on substandard sales, operations and planning frameworks and processes.

In short, it will be the organisations who invest in implementing and refining their S&OP framework now that thrive and grow over the next five and ten years.

We understand how crucial S&OP is in the current Australian corporate climate, and as a result have produced our Australian Sales & Operations Planning Forum 2013 to be held in March this year in Melbourne.

Akolade's Australian Sales and Operations Planning Forum 2013, the first of its kind in Australia, will be a three-day solution and strategy driven event that will attract the top industry leaders in S&OP, supply chain, demand planning, sales, operations and logistics nationwide. 

Why should you attend

• Build a culture that supports and drives S&OP
• Drastically improve the accuracy of your demand forecasting
• Ensure best S&OP outcomes through correct use of KPIs
• Lower operation costs and increase operation effectiveness
• Reinvigorate your S&OP processes for a globalised world
• Implement an effective S&OP meeting model to streamline S&OP processes

Who should attend

• S&OP manager
• Supply Chain Manager
• Demand Planner
• Supply Planner
• Operations Manager
• Sales Manager
• Logistics Manager
• Financial Controller

Wednesday 13th March - Day 1

8:00   Registration

9:00   Opening remarks from the Chair

Mike Reed, Managing Partner, Oliver Wight Asia Pacific

 9:10     Reinvigorating S&OP processes for a global world

• Implementing an effective S&OP meeting model for global S&OP processes
• Developing integrated KPIs for international operations
• Enhancing statistical forecasting models with market intelligence
• Blending local culture with global behaviours

Soha Samir, Market Planning Leader, Procter & Gamble

 Integrated Business Planning (IBP)

 9:50    The Evolution of S&OP to Integrated Business Planning

• How S&OP has evolved from production planning roots to become a fully integrated business management process
• Examining the key differences between S&OP and IBP
• Why many companies have become "stuck" in their maturity journey with S&OP
• The benefits IBP brings to those organisations which have embraced it

Mike Reed, Managing Partner, Oliver Wight Asia Pacific

 10:30 Morning Tea

 11:00  Advancing your S&OP processes and outcomes by moving towards IBP 

• Review the key differences between S&OP and IBP
• The Kimberly-Clark journey transforming S&OP into IBP
• Systems: Current solutions used in Kimberly-Clark
• People and Process: optimising outcomes by working cross functionally

John Ryan, Supply Chain Manager, Kimberly-Clark

Demand Forecasting

 11:40 Conquering uncertainties in forecasting

• Utilising the whole team to improve forecasts
• Measures and processes for more accurate forecasts
• Establishing forecasting rigour with root cause analysis
• End to end planning for real results

Nathan Doak, Regional Demand Manager Asia & Pacific, Castrol

 12:20 Luncheon

 1:20     Using Excel for statistical forecasting

• Utilising Excel as a statistical tool and understanding how best to use it
• Considering variation of forecast
• Using history to map and validate a forecast

Byron Albrecht, Manager National Planning, Toyota Motor Corporation Australia

 2:00    Stabilising your market to increase demand forecast accuracy

• Stabilising customer demand
• Generating accurate long range forecasts
• Utilising market data to enhance demand forecasting
• Overcoming challenges and complexities with New Product Development (NPD)

Phillip Brown, Global Demand Manager, ResMed

 2:40   Afternoon Tea

 3:10    Involving the customer and supplier in S&OP to increase effectiveness

• Highlighting the key benefits of involving the customer and supplier in S&OP
• Obtaining information on future promotions, changes to market conditions and product range decisions from customers to increase demand planning accuracy
• Developing a suitable meeting model for both customer and supplier engagement
• Sharing future supply requirements with key suppliers

Geoffrey Knowles, National Supply Chain Manager, MTU Detroit Diesel Australia

 Continuous Improvement

 3:50    Reviewing and refreshing S&OP frameworks for continuous improvement

• Performing solid GAP analysis   
• Undertaking successful S&OP reviews
• Securing consistent alignment of S&OP with business objectives
• Keeping metrics, policies and processes current

Allan Findlay, Head of Supply Chain, SPCA

 4:30   Closing remarks from the Chair and conference adjourns

8:00   Registration

8:50   Opening remarks from the Chair

David Rogers, Chairman, Supply Chain and Logistics Association of Australia & Australian President, CSCMP Roundtable

 S&OP Metrics

 9:00    Ensuring S&OP performance through implementation of correct metrics

• Increasing demand forecasting accuracy through realistic metrics  
• Fragmented KPIs to measure S&OP across the business
• Developing and implementing motivating metrics for sales and marketing
• KPIs for third party

Manjiv Fernando, Sales and Operations Planning Manager, HJ Heinz

 S&OP Meeting Model

 9:40     Panel Discussion: Implementing an effective S&OP meeting model for streamlined processes

• Recognising the essential participants to S&OP meetings
• Implementing an effective S&OP meeting time line and schedule
• Structuring meeting agendas that spark S&OP involvement and improvement
• Tips and tricks for finding common ground amongst participants

 Moderator:

David Rogers, Chairman, Supply Chain and Logistics Association of Australia & Australian President, CSCMP Roundtable

Panellists:

• Tony Van Der EL, Executive General Manager Supply Chain, Simplot Australia
• Michelle Thomson, Head of Business Development (Strategy, Activation and Sales Operations), British American Tobacco 
• Clayton Noble, Executive General Manager Supply Chain Operations, Fuji Xerox Australia
• Greg Pritchard,Operations Manager, Abbott Laboratories
• Keir Dixon, Finance Manager – Central Supply Chain, Kraft Foods

 10:40 Morning Tea

11:00   Monitoring Supply Chain Performance

• Understanding and managing supply chain risk
• Reconciling customer expectations and operation capability
• Strategies for operating in long lead-time environments
• Identifying a framework for the supply chain  

Tony Van Der EL, Executive General Manager Supply Chain, Simplot Australia

 11:40   Ensuring effective inventory management

• Understanding the capability for the supply chain
• Optimising the trade-offs between customer service and inventory
• Reducing obsolescence risk
• Identifying the true cost of quality

Greg Pritchard,Operations Manager, Abbott Laboratories

 12:20 Luncheon

1:20     Guaranteeing S&OP success by taking a whole-business approach

• Highlighting the key departments and individuals that need to be engaged in S&OP
• Clarifying the responsibilities and role of these key players in the process
• Strategies to ensure S&OP engagement across business units
• Cultivating collective accountability for S&OP: the basics of S&OP metrics

Dan Knox, Engagement Leader, GRA

 2:00    Securing management and executive buy-in to S&OP

• Implementing strong methods to increase executive visibility
• Critically analysing S&OP frameworks for best practice and ensure this excellence is highlighted
• Identifying what is needed from the executive team and/or key decisions that need to be made
• Instigating and participating in executive decision making meetings

Ryan Dhondy, S&OP Transformation – Demand Stream Lead, Lion Co

 2:40   Afternoon Tea

 Managing sales performance and engagement in S&OP

 3:10     Cultivating accountability and encouraging involvement from sales

• Strategies to motivate sales to be a part of the S&OP process
• Cultivating accountability within sales for S&OP success
• Implementing the most effective S&OP KPIs for sales

Michelle Thomson, Head of Business Development (Strategy, Activation and Sales Operations), British American Tobacco  

 3:50     How to lead in changing and sustaining S&OP

• Understanding why change and leadership is important and identifying different types of S&OP change resistance
• Establishing what an effective and sustainable S&OP culture is and how to assess your S&OP change environment
• Capturing insight into sustainable S&OP support with the S&OP leadership quadrant  
• Securing tips on how to create a sustainable S&OP culture

Niels Van Hove, Integrated Business Planning Manager, George Weston Foods

 4:30   Closing remarks from the Chair and conference adjourns

• Soha Samir, Market Planning Leader, Procter & Gamble
• Tony Van Der EL, Executive General Manager Supply Chain, Simplot Australia
• Clayton Noble, Executive General Manager Supply Chain Operations, Fuji Xerox Australia
• Allan Findlay, Head of Supply Chain, SPCA
• John Ryan, Supply Chain Manager, Kimberly-Clark
• Greg Pritchard,Operations Manager, Abbott Laboratories
• Byron Albrecht,Manager National Planning, Toyota Motor Corporation Australia
• Nathan Doak, Regional Demand Manager Asia & Pacific, Castrol
• Keir Dixon, Finance Manager – Central Supply Chain, Kraft Foods
• Ryan Dhondy, S&OP Transformation – Demand Stream Lead, Lion Co
• Manjiv Fernando, Sales and Operations Planning Manager, HJ Heinz
• Michelle Thomson, Head of Business Development (Strategy, Activation and Sales Operations), British American Tobacco  
• Niels Van Hove, Integrated Business Planning Manager, George Weston Foods
• Geoffrey Knowles, National Supply Chain Manager, MTU Detroit Diesel Australia
• Phillip Brown, Global Demand Manager, ResMed
• Mike Reed, Managing Partner, Oliver Wight Asia Pacific
• Dan Knox, Engagement Leader, GRA
• David Rogers, Chairman, Supply Chain and Logistics Association of Australia & Australian President, CSCMP Roundtable

Prices

WORKSHOP A: 9:00- 12:30

How to develop and implement an effective IBP/S&OP framework

Australia is currently in the midst of a period of economic uncertainty and volatility.  A strong and effective IBP/S&OP framework offers organisation a “window to the future” and a unique opportunity to view the business holistically and to drive the business to superior results. 

Strong IBP/S&OP drives a culture that increases team work and encourages individuals across separate departments to work together to increase top line and customer satisfaction.  A true IBP methodology is aimed at deploying the company's strategy and delivering the business plan objectives.  To be successful, IBP/S&OP must be the way the business is managed.

As a result, it will be organisations that invest in solid IBP/S&OP processes now that thrive and grow over the next five and ten years.

Delegates will gain:

• A thorough understanding of the role and function of IBP/S&OP and the key players

• Insights into the five critical success factors for IBP/S&OP implementation

• Strong strategies to cultivate a culture to drive IBP/S&OP success

• Key understanding of the critical roles that must exist to sustain IBP/S&OP in their companies

• The opportunity to discuss and critique organisation structures, responsibilities and accountabilities that lend to better IBP/S&OP results

Mike Reed, Managing Partner, Oliver Wight Asia Pacific

(Lunch is provided to those delegates registered for both Workshop A and Workshop B)

WORKSHOP B: 1:30- 5:00

How to enable an effective S&OP process through best practice demand, inventory and supply planning

For capital intensive businesses, effective forecasting and inventory management represents a unique opportunity to generate windfall ROI by rapidly minimising inventory investment, generating cash, improving service level performance and reducing supply chain operating costs as a percentage of sales. Industry case studies and benchmarking studies show that superior forecasting and inventory management performance directly translates into a marked competitive advantage – whether it be successfully supporting promotional activities, improving operating cash flow, delivering in full on time more quickly and/or reducing cost to serve.

 Given increasing competition in service and cost, greater complexity due to the on-going globalisation of supply chains and increased business risks, effective forecasting and inventory management has become a critical success factor. This workshop aims to give participants an understanding of the techniques and tools required to take their forecasting and inventory management capabilities to the next level and deliver “best in class” performance.

 • Improve Forecast Accuracy & Optimise Inventories

• Learn how to segment inventory and assign appropriate management techniques

• Discuss forecasting techniques and strategies for different inventory types and planning horizons, such as budgeting vs replenishment

• Understand the fundamental levers for optimising service levels, inventory costs and inventory levels

• Learn how to calculate inventory related costs, optimal replenishment cycles and statistical safety stocks

• Review related key performance indicators (KPIs)

• Explore how to embed best practice planning within the S&OP meeting cycle

• Step through implementation considerations and approaches

• Conduct an opportunities assessment for your business

 Luke Tomkin, Partner, GRA

Event Partner	Luncheon Sponsor
Oliver Wight has a 40 year track record of helping some of the world's best-known organisations reach and sustain excellent business performance.  With our team of professionals, offering a wealth and diversity of experience, Oliver Wight can help you define your vision of the future and inspire your people to drive change throughout your business, delivering performance and financial results that last. We believe that sustainable improvement can only be made through your own people.  So unlike other consultancy firms, we transfer our knowledge to you, which means you can achieve performance levels and financial results that last. At the leading edge of management thinking and practice, our Integrated Business Planning (IBP) Model lies at the heart of our clients’ journey to outstanding business performance.  Oliver Wight originated Sales and Operations Planning in the 1970s and IBP can most simply be described as advanced S&OP; evolving from its production planning roots over 40 years ago into the fully integrated management and supply chain collaboration process it is today.  IBP allows the senior executive to plan and manage the entire organisation over a 24 month horizon, aligning tactical and strategic plans each month and allocating critical resources to satisfy customers in the most profitable way.

For further information please contact our sponsorship team on 02 9247 6000

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