amsterdamRadisson Blu amsteRdam aiRpoRt Hotel

amsteRdam, netHeRlands

EuropE

Supply Chain ForECaSting & plann ing ConFErEnCE

w / 1 - d ay s tat i s t i c a l F o R e c a s t i n g & p l a n n i n g t u t o R i a l

20-22 novemBeR 2013

Tel: +1.516.504.7576 | Fax: +1.516.498.2029 | Email: info@ibf.org | Web: www.ibf.org/1311eu.cfm

Early Bird

Pricing

Only € 1059 EUr/

$1,299 USd

whEn yOU rEgiStEr

BEfOrE

25 OctOBEr 2013!

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cfm StatiStical ForecaSting & Planning tutorial

Forecasting is a key element of any supply chain or S&OP process. ”Getting the forecast right” at least gives you the opportunity to deliver real supply

chain improvement. IBF’s Full-Day Tutorial will help you understand your forecasting process and software from the ground up. It will lead you through

an understanding of common techniques found in your forecasting software and help you take advantage of its untapped potential. If you don’t

have forecasting software, this tutorial will teach you what models and methods it should have and how to use them with MS-Excel. You have the

option to bring your laptop to the event. Furthermore, we will discuss how to “cleanse” data and choose the right data for use with your models and

systems. Greater forecasting performance can be achieved through better data management, which you will learn at the IBF Tutorial.

wedneSdaY | 20 noVeMBer 2013 | 09:00 – 16:00

1-daY

Forecasting and Planning: no 1 compromises in the Business Solutions Demand Planning is a key process within FMCG companies working in a make-to-stock environment. Only through reliable planning can we deliver high customer service AND optimized inventory levels. In this session, learn how Nestlé provides, through a careful distinction between forecasting and planning, the most

KeYnote PreSentation

the role of S&oP in driving new Product growth

Victor ShevtsovVP Supply Chain and Operations Strategy

Pepsico

appropriate business solutions to different roles in this process. Join this session to learn how Nestle Global overcame obstacles and collaborated with internal and external stakeholders to improve planning and forecasting performance.

You will learn:• ThepivotalroleofDemandPlanninginFMCGcompanies• Thedistinctionbetweenforecastingandplanning• HowNestléprovidesappropriatebusinesssolutionsto

planners

Marcel BaumgartnerEMEA Network Planning Manager

nestlé

leveraging the Power of integrated 2 S&oP capabilities to Support Business integration and growth StrategyThe input will tell the story of the S&OP journey we followed in

For IBF Members Onlywith your conference

registration**Fee for Tutorial Only

Section 1 Section 4

introduction to BuSineSS ForecaSting• Typesofforecastingmethods a] Extrapolative (time series) methods b] Explanatory (cause-and-effect) methods c ] Judgmental methods • Dataconsiderations(e.g.,missingdata,outliers,etc.)

MeaSuring ForecaSting PerForManceThe measurement of forecast accuracy is essential in any forecasting process.

• Goodnessoffitvs.forecastaccuracy• Within-samplevs.out-ofsampletests• Rollingoutofsampleevaluations• Threeimportantstatisticalmeasuresofforecastaccuracy:

MPE, MAPE, and WMAPE• Designinganout-ofsampletest

Section 2

introduction to tiMe SerieS: SiMPle aVerageS, MoVing aVerageS and eXPonential SMootHingAmong all models, time series models are the ones that are used most in business Section 5

“Putting it all togetHer” • ForecastingBestPracticesSummary• ForecastingProcesses• DataCollection&Analysis• Methods&Models• Software&SystemsPeople• “The3-C’s”…..Collaboration,Communication

& Commitment• The“SevenPearlsofForecasting”

• LevelChange• PercentageChange• WeightedAveragePercentage

Change

• MovingAverages• SalesRatio• Exponentialsmoothingmodels

• ClassicalDecomposition Model

• Automaticmodel selection

Section 3

regreSSion ModelS For ForecaSting and QuantiFYing relationSHiPS witH ProMotional actiVitieS and eVentSRegressionisthebasictoolformeasuringtherelationshipbetweenvariables.Itisoftenusedwheresomeunderstanding of the underlying reasons for the forecasted values is needed.

• Classicalregressionmodel• Simpleregression• Multipleregression• Interpretingresults

• Regressioncoefficients• TheR-squaredstatistic• “t”ratiosandstatisticalsignificance• Multicollinearity

• Serialcorrelation• Dummyvariables• Seasonality• Dynamic(lagged)term

Sven F. croneDeputy Director

lancaster centre for Forecasting

Ms-Excel will be Used for Demonstration Exercises. Bring Along Your Laptop (Optional)

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• KeysuccessfactorsandbarriersforsustainableS&OPprocessimplementations

• Howtoleveragereportsandmetricstoensurecontinuousprocess improvement

thilo lindnerSenior Expert Planning Processes – Sales and Operations Planning GSB/BD

BaSF Se

cPFr: How to optimize the use 5 of an advanced Planning SystemThe implementation of an advanced demand planning tool is a firststep intakingyourCollaborativePlanning,Forecasting,andReplenishment (CPFR)process tothenext level.Thenextstep isto optimize your processes. An important module of advanced planning tools is statistical forecasting, which is currently not used to its ultimate potential in most organizations. How canwe set up our organizations in a way that allows us to reach this potential?Enabling customer collaboration via an advanced planning tool can help improve the efficiency of our supplychains. Increasing the amount of information sharing on sales, stocks, promotional plans, and forecasts will reduce the bullwhip effect.JoinusinthissessiontolearnhowtoCPFRworkforyoutoimprove customer service, minimize inventory, and improve your organizational performance.

You will learn:• HowtoImplementanadvancedplanningsystemina

multinational organization• Howtooptimizestatisticalforecastingafterimplementationof

an advanced planning system• HowtomakeCPFRmoresuccessfulandreducethebull-whip

effect by increasing customer collaboration via advanced planning systems

willian van SlootenDemand Forecasting

lisanne van diemenDemand Forecasting

dSM

new Product Forecasting & Planning 6 in the world of Fashion & Sports Asics is the leading brand for athletic footwear and apparel. Two times a year Asics renews its entire collection and product portfolio in an effort to improve company performance. We’ve learned that statistical forecasting based on time series analytics is not useful, simply because there is little or no history for new products. Asics designed a project with a fashion-forecasting specialist, to tackle this challenge. Join this session to learn how Asics met the challenge of continually and successful forecasting for new products.

order to enable and facilitate Syngenta integration and growth strategy.

You will learn:• HowtoputS&OPattheheartofacompanystrategy• Howtomanagedifferentlevelsofmaturitywithinone

business• Afewexperienceshighlightingtheneedforstrongleadership

to enable strong SOP

Fred BourseulEAME Supply Planning Manager

Syngenta

integrated commercial Forecasting 3 & PlanningMany companies utilize several teams to prepare forecasts, plan resources and deliver customer commitments. These teams prepare the finance forecasts, marketing forecasts, demandforecasts, and supply forecast purchases. In the global market, new operating models have emerged with regional teams working with local teams. Teams need to meet the challenges of aligning the numbers, even at the volume level, and include revenue, gross profit,operatingprofitandcashflowpredictions.Jointhissessionto learnthe important roleoffinance inS&OP,aboutcashflowforecasting, consensus forecasting, and much more.

attend this session to:• Howregionaldemandplanningprocessesworktoachievea

consensus forecast• Howfinancecantakethevolumeandrevenueforecastandestimatetheprofitoutlook

• Howthebusinesscanusethesenumberstoarriveatan18monthcashflowforecast

richard lorettoFormer Executive Director, Commercial Operations

avon

the day after – How to ensure a 4 Sustainable S&oP Process implementationFor two decades, BASF has been running S&OP projects on a regional and global level. In most cases, the S&OP processes, once implemented, deteriorated over time, were not sustainable or did not deliver the promised results. BASF has recently developed a new business process management concept that can truly make a difference and ensure sustainable S&OP implementations. Please join BASF, the world’s leading chemical company, on this journey and learn how this new concept can lead to long lasting improvementsinprofitsandworkingcapitalperformance.

You will learn:• Howtoimplementaprocessmanagementorganizationto

continuously improve S&OP process maturity

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You will learn:• HowAsicsimprovesforecastaccuracyfornewproductswith

no history• Howtoorganizetheforecastprocessforshortlifecycle

products

• ThebenefitsAsicsexpectsfromthenewforecastprocess

Mike van BaarenProgram Manager Supply Chain

Fang liaoEMEA Demand Planning Manager

asics europe BV

How to Minimize Political Biases to 7 improve Forecasting and increase the effectiveness of S&oP/iBPOften times, efficiently reaching the agreed upon forecastwithout many arguments between stakeholders is a challenge. Each area of the organization has its own needs, which leads to biasandconflict.Theinnovativeapproachwewillpresentinthisconferencesessionbenefitsfromapplyingasimpleandeffectivemathematical methodology that tackles common biases regularly found in the forecasting process. This new methodology also creates better conditions for enabling an improved effectiveness in the S&OP/IBP process. In this session, you’ll hear our journey and lessons learned in this innovation pilot we implemented at one of Danone’s Country Business Unit that yielded excellent results.

You will learn:• AwaytoeffectivelyconductandreachconsensusattheDemandReviewmeeting

• HowanefficientDemandReviewmeetingcanleveragetheeffectiveness of S&OP/IBP

• HowtosuccessfullyapproachachangeintheDemandPlanning process

Sebastian guerreroSr. Demand & Supply Planning

danone

How to Support Business Priorities 8 with aBc-XYZ Segmentation at Sc Johnson europeIn this forever-changing economy, Demand Planners must revise their approach to remain ahead of the game and leverage improvement opportunities. Market conditions require businesses

to be faster and more flexible. Demand Planners can beoverwhelmed by the volume of items and struggle to maintain focus on business priorities. To address this, SC Johnson began toworkonABC-XYZsegmentationtocreatespecificforecastingprofilesinordertohelpDemandPlannersmaketherightchoiceatthe right moment according to business priorities. Join us in this session to learn how this method is successfully used for demand behaviouroftheproductsspecifictoSCJohnsonEurope.

You will learn:• HowtodefineabusinessorientedABCclassificationina4

steps approach

• ThemethodologyusedtobuildXYZsegmentation

• ThebenefitsABC-XYZclassificationbrings,andanexamplePilot test

anne-claire aillet, cPFEU Demand Planning Manager

Sc Johnson Sarl

Managing demand Planning 9 Processes with aBc-XYZ-analysis – acase Study at BeiersdorfDemand planners in the consumer goods (CPG/FMCG) industries face the challenge of forecasting a large number of heterogeneous products, with varying sales volumes, time series patterns, levels of being promoted,and different forecasting complexity. One the one hand, 1000s of SKUs require automatic forecasting of baselinesales, on the other hand the impact of sales and marketing promotions require well thought out adjustments in the S&OP process. How do we manage and overcome this dilemma?Inthis session, you will be introduced to the concept of ABC-XYZ-analysis tomanageandprioritise theS&OP-process for efficientand effective planning. ABC-XYZ combines the popular ABC-classification(ontherelativeimportanceofaproductwithintheassortment)withasecondXYZ-classificationontheforecastingcomplexity. You will learn from a case study based on Beiersdorf, an international skin and beauty care FMCG manufacturer using SAP APO-DP.

You will learn:• HowABC-XYZ-analysishelpedtoimproveforecastingaccuracy

and inventory levels at Beiersdorf

• HowtoanalyseyourownassortmentusingABC-XYZinastep-by-step guide

• HowtouseABC-XYZtobenchmarkandtrackforecastingaccuracy

Kalle rasmussensDemand Planning Project Manager

Beiersdorf

Sven croneDirector

lancaster centre for Forecasting“Top notch functional knowledge experts speaking in practical terms with fundamental application”

Frank Marottolo, COVIDIEN

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gearing Your S&oP Process to 12 Support a growth Strategy – integrating the ‘new Stuff’In this workshop we will explore the challenges of integrating

‘New Stuff’ into the ‘S&OP/IBP’ process, share ways of creating a

‘growth mindset’ and develop the opportunities for your company

to integrate growth into your ‘joined-up decision-making’

processes and behaviours. Through interactive working sessions,

you will have the opportunity to assess the alignment between

your companies ‘S&OP/IBP’ process and growth objectives, and

take back actions to improve ‘joined-up decision-making’ as an

enabler for growth.

You will learn:

• Innovation&PortfolioManagement–HowtoIntegratetheNew Stuff necessary to accommodate growth

• BalancingControlandCreativity-Howtojoin-upthedecision-making process, learn how to make seemingly opposing forces must come together

• Howtokeepsightoftheend-in-mind(profitable,sustainablegrowth) and the decisions required to integrate the portfolio of ‘new stuff’ into the business and deliver the intended business results

chris turnerCo-Founder

StrataBridge

the art and Science of Forecasting: 13 when to use Judgment?Many companies now use software that enables users to generate

hundreds or thousands of time-series forecasts quickly. For some

products, the statistical forecast may be the best; but for others,

human judgment will always be better. And in many cases,

combining the two can provide the best of both worlds. In this

session, participants will learn when judgment can be expected

to help or hurt the forecast and what parts will respond best to a

statistical forecast.

attend this session to:

• LearnPartSegmentationandusea“ForecastabilityMatrix”toguide statistical versus judgement inputs

• Understandwhichpartsmaybedueforanupdatedproduction strategy because of limitations on their forecastability

• TrackforecastaccuracyandFVA(ForecastValueAdd)analysis

• Learntheshortcomingsofjudgementinputsandhowtomitigate them

Jonathon Karelse President

Syncro distribution, inc.

driving Breakthrough S&oP at 10 nissan europeNissan is currently mid-way through an aggressive mid-term growth & expansion plan. Nissan in Europe decided that to support the required growth and meet its committed targets it needed to strengthen its S&OP process including investment in an S&OP tool. This project includes the creation of a high granularity, a true unconstrained demand forecasting process, replacing the current low granularity, total industry volume, demand forecasting that is highly dictated by short-term company actions and incentives. A major focus of this session will be on Nissan’s progress towards improved Demand Forecasting & Planning, a key to S&OP success.

You will learn:• WhytheNissanGroupofEuropeneededtoreengineerits

S&OP process• ThechallengesfacedinAutomotiveDemandForecasting• HowNissanplanstomitigatethesechallenges

alexandre BalatonDistribution Strategy & Development Officer

Henry ZamoraProduction Planning, NISA Supply Chain Management

nissan europe

demand Forecasting in Fashion 11 Jewelry as an integral Part of the Swarovski S&oP cycle

albert töschHead of Business Intelligence

Swarovski ag

Frédéric arenasSr. Industry Consultant, Manufacturing & Global Supply Chain Practice

SaS

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Boiling the ocean - From 14 decentralized to centralized Planning & ForecastingAfter conductinga SCORaudit ofAlNahdiMedicalCo. supplychain, it became clear to management that a transformation of their supply chain was imperative. Pharmacies were ordering excess product to avoid running out of stock, creating artificialshortages in the supply network and building excess inventory. This presentation outlines the implementation of a Sales & Operation Plan focused on changing the supply chain network toenhancetheorderfulfillmentprocess.Joinustoseehowthetransformation affected not only the supply chain, but created a consensusculturethatnurturedamoreprofitablestrategymovingforward. Plus, learn the common obstacles faced in the Middle East and how they were overcome.

You will learn:• HowtoconductaSCORauditofsupplychainplanning• Howtointegratedata-miningintoS&OP• HowtoachievesustainablegrowththroughdynamicS&OP

ahmed abdul-hamed, acPFDemand & Inventory Manager

al nahdi Medical company

Finding a Progressive and 15 Self-Financing approach to S&oPS&OP seems to be the magic process that balances supply and demand yet some companies have been“improving” their S&OP for years and are still struggling with long implementation cycles, or have paid a lot of money for failed software implementations? However, at Buckman, they implemented a strategyutilizingsuperior customer intimacy. Buckman Europe and later Buckman Global implemented S&OP starting from the customer viewpoint. Instead of starting with a theoretical study drawing the ‘to be’ process, performing a gap analysis and then going for a big bang process/organization/tools implementation, Buckman found a progressiveandself-financingapproachtoS&OPthathasbrought

them to higher level of S&OP maturity. Join us in this session to learn how they did it and how it can be helpful in addressing your challenges.

You will learn:• HowtoreachthenextlevelofS&OPwithoutmakingnewandsignificantinvestments

• Howtoutilizeapragmaticscanningandprojectmanagementmethod

• Howtoleveragethestrengthsofthepeopleandtheteambystandardizing processes

Yves de BackerSupply Chain & Operations Manager

Buckman europe

Sacha de BackerConsultant

Solventure

use of leading Market indicators 16 for demand PlanningIntoday’svolatilemarket,asimpletrendmodelisofteninsufficient.Howcanaforecasterpredictfutureupturnsordownturnsinthemarket? The key is to develop a forecasting model that accounts for leading market indicators to predict demand development. This session presents an approach that allows companies to determine theirsignificantmarketdriversandtranslatetheseintoaregressionforecast model. Join us to learn valuable forecasting techniques.

You will learn:

• Howtoevaluatemarketdriversbasedonfact• Howtoforecastupturnsanddownturnsinyourmarket• Howtodeterminewheretrendmodelsend,andhow

regression models add value

tony tonnaerManager Business Processes & Customer Service

rockwool B.V.

StijnrutjesSr. Business Consultant

eyeon

“From creating a simple demand plan, to developing a complex and robust S&OP process IBF serves as a great resource for any size company ”

James Gregorio, Executive Director Demand Planning, SonY PictureS HoMe entertainMent

“Quality, quality and quality... for the speakers, the subjects and the conference in general. Kudos! ”

Richard Groulx, Logistics Manager, PREVOst (div. of Volvo Bus)

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Increase your networking opportunities at IBF’s Amsterdam con-ference by joining us at our very popular 1-hour Round Robin, Round-Table Discussion session. Take this opportunity to bring up the most challenging questions facing your team, share your own war stories from the field and hear and share best practices. Choose up to 3 of 5 timely and practical topics provided for your professional enhancement. These sessions will add new dimensions to the services you provide your customers, and increase your contact base in the planning & forecasting community. All experience levels are invited and welcome. Plus, get a head start networking right before IBF’s Cocktail Reception!

ForecaSting & Planning round roBin, round-taBle diScuSSionS

tOPICs:

• Demand Planning and Forecasting

Ownership

• Collaboration Within and Outside

the Organization: s&OP and CPFR

Respectively

• Improving Forecast Accuracy

Included

With Your

Conference

Registration

Exhibit Space is available! Hotel information:

radisson Blu amsterdam airport HotelBoeing Avenue 2NL-1119PBSchiphol-RijkThe NetherlandsPhone: +31 20 655 3300

email:Reservations.Amsterdam.Airport@Radissonblu.comonline reservations: www.radissonblu.com/hotel-amsterdamairportgroup code: BUSFOR

Special iBF group rate: € 174 eur/night + tax (Breakfast & internet included) when you register before 20 october 2013. Reserve your room today!

BecoMe a certiFied ProFeSSional ForecaSter (cPF)

Master Demand Planning, Forecasting, and s&OP with IBF Certification

GEt CERtIFIED AFtER thE CONFERENCE! Please visit www.ibf.org for additional exam dates and locations.

Exam Date: 23 November 2013 Register on our website, www.ibf.org or call us @+1.516.504.7576 for more details.

EARN 10 POINts tOWARD RE-CERtIFICAtION BY AttENDING thIs CONFERENCE!

FOR EMPLOYEES: • Accelerateyourcareergrowth,leadershipopportunities,

marketability,andjobsecurity• Validateyourprofessionalexperience,knowledge,and

skill-setsinthefield• Buildconfidenceknowingthatyou’repreparedfortoday’s

rapidlychangingmarketplace• Complementyoursupplychaineducation&certificationswithIBF• Becomemorerecognizedatyourcompany,aswellasinthefield• Masterdemandplanning,forecastingandS&OP

FOR EMPLOYERS: • SavetimeandresourcesasIBFcertifiedindividualsare

pre-qualified,allowingyoutoquicklyidentifytherightperson foraforecasting/demandplanningjob

• GainassurancethatanIBFCertifiedindividualhasthebackgroundtohelpimproveforecastingperformanceandhitthegroundrunning

• Increasethevalueofyourforecastinganddemandplanningstaff,department,andcompany

•Savetimeandresourcesintraining—CPForACPFprofessionalsalreadyhaveaverifiedbodyofknowledge

Benefits of IBF Certification

toP-tier SPonSor

what You get:• Area for the exhibitor’s 10’ pop up booth, 6’ skirted table

and two chairs• Access for up to 2 people to man your booth• Networking opportunities with attendees during breaks

and all food functions• 1 complimentary registration pass for a client• 1/4 page B&W ad in 1 issue of the Journal of Business

Forecasting• BONUs: Software demo opportunity/company overview

(Please note limited Space)

exhibitor Fees: € 2430 eur / $3000 uSd

For further information: Phone: +1.516.504.7576 | email: smurray@ibf.org

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Victor Shevtsov, VP Supply Chain and Operations Strategy | PepsicoVictorShevtsoviscurrentlyservingasSupplyChainandOperationsStrategyVicePresidentforPepsiCoEurope.Inthisrole,VictorisleadingthetransformationagendaforPepsiCo’sEuropeanMarkets.ServingasVPOperationsRussiaandCISVictorplayed the instrumental role in PepsiCo’s infrastructure development supporting rapid volume growth and tremendous portfolio expansion.VictorholdsaMastersinRadioEngineeringandMBAinEconomics.

ahmed abdul-hamed, acPF, Demand & Inventory Manager | al nahdi Medical companyAhmedisaCertifiedSupplyChainProfessionalandIBF’sAdvancedCertifiedProfessionalForecaster(ACPF).Hehasdiversifiedknowledge about retail, programming, supply chain, which has enabled him to play a vital role in improving company performancetomeetorganizationalgoals.Heisresponsibleforthecreation,developmentandmaintenanceofthereporting& centralized replenishment function at the biggest retail pharmacy chain in the middle east, Nahdi Medical.

anne-claire aillet, cPF, EU Demand Planning Manager | Sc Johnson SarlAnne-Claire leads the European demand process and supports the implementation of new processes and improvements in the demand planning community. Before stepping into her current role, she was Category Demand Planner for Europe and Forecast and Inventory Manager for France. She holds an MS in Quality, an MS in Intelligence Marketing and earned her CPF from Institute of Business Forecasting.

ammar aklan, Vice President-Supply Chain | al-nahdi Medical companyAmmarisontheteamthatistransformingAl-Nahdifromatraditionalcompanytoafullyintegrated,automatedcompany.Heis also ensuring that the supply chain is upgraded in line with the new business model by redesigning the supply chain end to endanddevisingthefiveyearsupplychainroadmap.AmmargraduatedfromSana’aUniversity.

alexandre Balaton, Sales Planning Coordinator | nissan europe

Marcel Baumgartner, EMEA Network Planning Manager | nestléMarcel Baumgartner leads the Demand Planning processes at Nestlé, the world’s leading Health, Nutrition andWellnesscompany. In his role, he helps Nestlé companies to take full advantage of modern business solutions and statistical forecasting methods, in order to achieve reliable Demand Plans, providing Nestlé’s customers with optimal stock levels. Marcel holds a Master in Statistics from Purdue University.

Frederic Bourseul, EAME Supply Planning Head | SyngentaFred leads the supply planning organization, which covers the supply chain management of integrated seeds and crop protection solutions.HealsoleadtheimplementationofanintegratedS&OPplatform,andthedevelopmentoffunctionalexcellenceintheareaofsupplyplanningandS&OP.FredBourseul,PhDhasoccupieddifferentrolesandfunctionsrangingfromResearch&Development to manufacturing and supply chain management, leading change to support and implement Syngenta strategies across organizations, processes and systems.

Sven crone, Director | lancaster research centre for ForecastingDr. Sven F. Crone is an expert in forecasting, with over 15 years of expertise in both its theory and practice. As an Assistant ProfessorandthedirectoroftheLancasterCentreforForecasting(with15membersthelargestthinktankdedicatedtobusinessforecasting)hehasover40scientificpublicationswithinternationalawardsfordevelopingnovelforecastingalgorithms,trainedover 500 demand planners, and consulted with industry leaders on improving forecasting methods, systems and processes. Sven is a regular speaker at IBF conferences, sharing insights from hands-on consultancy projects on SAP APO DP and the latest research in forecasting for FMCG/CPG, Call Centres and Energy Markets.

Sacha de Backer, Consultant | Solventure

Yves de Backer, Supply Chain & Operations Manager | Buckman europe

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Sebastian guerrero, Sr. Demand & Supply Planning | danoneSebastián Guerrero is a Supply Chain professional with more than 13 years of experience working for multinational companies. HeiscurrentlyEMEANetworkPlanningManagerattheBabyNutritionDivisionofDanone,comingfromtheWatersBusinessin Argentina, his country of origin. Sebastian has sound knowledge of Supply Chain Planning processes, having implemented manyimprovementprojects,includingtheimplementationofIBPattwodifferentCountryBusinessUnitsofthecompany.Heholds a degree in Industrial Engineering and is passionate about continuously generating, promoting and managing changes aimed at achieving world-class excellence.

Martin Joseph, Managing Owner | rivershill consultancyMartinspecialises inassessinganddesigningbusiness forecasting,planninganddecision-makingbusinessprocesses. HewasformallyHeadofInformationManagementandForecastingatAstraZeneca.Inthatrole,Martinwasresponsiblefortheglobalforecastingbusinessprocessesandsystems.Hewasalsoresponsiblefortheprovisionoftheinformationrequiredtosupport the AstraZeneca Global Supply Chain Teams. Martin is a regular speaker and has chaired a number of international cross-industry conferences on forecasting and supply chain planning. Martin is a past member of the Advisory Boards for the InstituteofBusinessForecastingandisanAssociateofNine-TZHealthcareVentures.

Jonathon Karelse, President | Syncro distribution, inc.FollowingasuccessfultenureasHeadofYokohamaTireCanada’sConsumerProductsdivision,JonathonjoinedWholesaleTireDistributorsasVP-StrategicPlanningandCorporateDevelopmentbeforefoundinghisowndistributionenterprise.Hehasdeveloped forecasting and performance metrics for organizations such as American Express Bank of Canada, BMO Bank of Montreal, Future Shop/Best Buy and Yokohama Tire. Jonathon studied Economics at the University of Western Ontario before movingtoVancouver tostudyLawat theUniversityofBritishColumbia. In2008,hecompletedtheMITSloan’sExecutiveprogram inOperations and ValueChainManagement.Following a successful tenure as Head of Yokohama Tire Canada’sConsumerProductsdivision,JonathonjoinedWholesaleTireDistributorsasVP-StrategicPlanningandCorporateDevelopmentbeforefoundinghisowndistributionenterprise.Hehasdevelopedforecastingandperformancemetricsfororganizationssuchas American Express Bank of Canada, BMO Bank of Montreal, Future Shop/Best Buy and Yokohama Tire. Jonathon studied EconomicsattheUniversityofWesternOntariobeforemovingtoVancouvertostudyLawattheUniversityofBritishColumbia.In2008,hecompletedtheMITSloan’sExecutiveprograminOperationsandValueChainManagement.

Fang liao, EMEA Demand Planning Manager | aSicS europe B.V.Fang has a bachelor degree in Computer Engineering and a MBA degree in International business. She worked in the Demand &SupplyplanningfieldforeightyearsandjoinedASICSin2011,andisresponsiblefortheendtoendfromdemandtosupplyplanning process of ASICS Europe.

thilo lindner, Senior Expert Planning Processes–Sales and Operations Planning GSB/BD | BaSF SeThiloLindnerworksasanSeniorExpertinBASF’sGlobalInformationServices&SupplyChainManagementdivision.Hehasbeen working for > 10 years in the area of Supply Chain Management as Supply Chain Manager and as Global Project Manager forSalesandOperationsPlanning,DemandPlanningandSupplyNetworkPlanning.Hehasrunsuccessfullyglobalandregionalprojects to develop, customize and implement planning processes for the BASF group including the customizing of SAP APO andR/3applications, trainingandchangemanagement.Thilo isAPICSCPIMandCSCPcertifiedandteachesAPICSBSCMcourses.HeholdsanMasterDegreefromOregonStateUniversity,aHighSchoolDiplomafromtheUniversityofHamburgandan MBA from Steinbeis University of Berlin.

richard loretto, Former Executive Director, Commercial Operations | avonLorettohas20yearsofinternationalperformanceimprovementexperience,mostrecentlyasexecutivedirector,commercialoperations forWesternEurope,MiddleEast, andAfrica forAvonCosmetics.He implementedanS&OPprocess forAvon,significantly improving forecasting across markets, and enhancing cash-flow and gross margins. Previously, Loretto heldpositionswithProctor&GambleandwasaprincipleconsultantwithDeloitte.HebeganhiscareerwithUnileverintheUnitedKingdom.Heearnedamaster’sineconomicsfromCambridgeUniversityandisaCharteredManagementAccountant.

ana-Maria Marinescu, Customer Development & Business Forecast Manager | Mondel z internationalAna-Mariahasapassionforcontinuousimprovement,drivingresultsandenhancingefficiencybyinnovatingwaysofworking,business processes and step-up customer collaboration. She has wide area of expertise in S&OP, IBP, customer planning, inventory management, replenishment processes and performance metric development. Ana lead important company projects including customer baseline development and she re-designed S&OP by incorporating customer bottom-up planning processes, IBP implementation, key subject matter expert in Navigator Project p romo planning system, redesigning trade marketing processes and improving planning process across the company.

Kalle rasmussens, Project Manager-Demand Planning | BeiersdorfWithinBeiersdorf,theglobalskincarecompany,Kalleisresponsibleforcontinuousimprovementprojectsfordemandplanningworldwide. Past and current projects vary from trade promotion planning and statistical modeling to Sales & Operations PlanningandthedevelopmentofaBeiersdorfSupplyChainPlanningAcademy.KalleholdsaBScinBusinessAdministrationandMScinSupplyChainManagementattheVUUniversityAmsterdam.

Stijn rutjes, Sr. Business Consultant | eyeonStijnhasbroadexperienceinsupplychainmanagementinboththedesignandonoperational&tacticallevel.HehasbeeninvolvedinvariousDemand&SupplyPlanningprojectsintheProcess,HighTechandFood&FMCGindustry.WithinEyeon,Stijn is leading the Process Industry business team. Previously, he was responsible for the implementation of demand planning within various sales departments, European logistics managers and was responsible for the Sales & Operations Planning process for one of the market segments. Stijn studied Industrial Engineering and Management Science at Eindhoven University of Technology,inthefieldofLogisticControlSystems.

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tony tonnaer, Manager Business Processes & Customer Service | rockwool B.V. Tony studied Business Economics at Tilburg University in the field of Logistics and Organization Science. He started atRockwoolBVtwentyyearsagoandhasbeenworkinginseveralareasofresponsibility.Tonyhasbuiltupabroadexperienceinorganizationalengineering,Logisticalplanning,Logisticsconceptredesign,customerserviceandpricingstrategies.AtthemomentTonyisresponsibleforCustomerserviceandBusinessProcesseswithinthesalesorganizationofRockwoolBV.

chris turner, Co-founder | StrataBridgeA highly respected facilitator, Chris has a unique ability to simplify and explain complex business models and has worked with management teams around the world. Chris’s long-term client relationships are built on his ability to balance the delivery of fast results with sustainability. Chris’s clients include Anheuser-Busch, AstraZeneca, Coca-Cola, Mars, SC Johnson, Shell.

Mike van Baaren, Program Manager Supply Chain | aSicS europe B.V.Mike started as manager customer service in 2006 and in 2011 became Program Manager Supply Chain. In that role he is responsible for the roll-out of the new forecasting process in all Asics Europe subsidiaries. Mike has a bachelor’s degree in Business administration.

lisanne van diemen, Demand Forecast Analyst | dSMLisanneisresponsiblefortheforecastwithinthebusinessunitFood&CropProtectionandisteamleadoftheforecastanalystswithinDSMFoodSpecialties.ShehassignificantlyimprovedtheforecastprocesswhenstartingatFood&CropProtectionbyimplementing a standardized forecast process (including an advanced planning tool) which provides vital information for the entirebusinessunit.LisanneholdsaBScinBusinessAdministrationandMScinSupplyChainManagementattheRotterdamSchoolofManagement(ErasmusUniversityRotterdam).

willian van Slooten, Demand Forecast Analyst | dSMWillianistheDemandForecastAnalystforCulturesandDairyEnzymes,servingtheGlobalDairymarket.Hecontributestoanadvanced Sales and Operations Planning process, with a prominent role in the implementation of an advanced forecasting tool, which enables the use of statistical forecasting. Willian holds a BSc in Applied Mathematics and an MSc in Management of Technology, at Delft University of Technology.

Henry Zamora, Production Planning, NISA Supply Chain Management | nissan europeHenryheisleadingoneofthemainprojectsoftheprogramwhichistheintroductionofaDemandForecastingprocessintotheEuropeanBusiness.HehasbeenworkinginprojectsrelatedtothedeploymentofDemandForecastingsincethebeginningofhis career, he started by re-engineering the demand forecasting process in a food and beverage multinational, then he worked improving existing process at a pharmaceutical company. This experience has lead him to be a member of a breakthrough program which has the objective of transforming the current Nissan Europe Sales and Production Planning processes into an integratedS&OPprocess.HenryholdsadegreeinIndustrialEngineeringandMasterinInternationalBusinessfromGrenobleEcole de Management.

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wedneSdaY | 20 noVeMBer 2013

08:00 – 09:00 Morning reFreSHMentS & regiStration

09:00 – 16:30 1-daY FundaMentalS oF deMand Planning & ForecaSting tutorial

tHurSdaY | 21 noVeMBer 2013

07:00 – 08:00 Morning reFreSHMentS & regiStration

08:00 – 08:15 welcoMe & oPening reMarKS

08:20 – 09:20 1 Forecasting and Planning: no compromises in the Business Solutions Marcel BaumgartnerEMEA Network Planning Managernestlé

2 leveraging the Power of integrated S&oP capabilities to Support Business integration and growth StrategyFred BourseulEAME Supply Planning Head Syngenta

09:25 –10:25 3 integrated commercial Forecasting & PlanningRichard LorettoFormer Executive Directoravon

4 the day after - How to ensure a Sustainable S&oP Process implementationThilo LindnerSenior Expert Planning Processes–Sales and Operations Planning GSB/BDBaSF Se

10:25 –10:40 Mid-Morning BreaK | ViSit witH eXHiBitorS

10:40 –11:40 5 cPFr: How to optimize the use of an advanced Planning SystemWillian van Slooten, Demand ForecastingLisanne van Diemen, Demand ForecastingdSM

6 new Product Forecasting & Planning in the world of Fashion & Sports Mike van BaarenProgram Manager Supply ChainFang LiaoEMEA Demand Planning ManageraSicS europe B.V.

11:50 –12:30 luncH

12:30 –13:10 KeYnote PreSentation | the role of S&oP in driving new Product growth Victor Shevtsov VP Supply Chain and Operations Strategy Pepsico

13:10 –13:40 Mid-aFternoon BreaK | ViSit witH eXHiBtorS

13:40 –14:40 7 How to Minimize Political Biases to improve Forecasting and increase the effectiveness of S&oP/iBPSebastian GuerreroSr. Demand & Supply Planningdanone

8 How to Support Business Priorities with aBc-XYZ Segmentation at Sc Johnson europeAnne-Claire Aillet, CPFEU Demand Planning ManagerSc Johnson Sarl

14:45 –15:45 9 Managing demand Planning Processes with aBc-XYZ-analysis – acase Study at BeiersdorfKalle Rasmussens, Demand Planning Project ManagerBeiersdorf

Sven Crone, Directorlancaster centre for Forecasting

10 driving Breakthrough S&oP at nissan europeAlexandre BalatonDistribution Strategy & Development OfficerHenry ZamoraProduction Planning, NISA Supply Chain Managementnissan europe

15:45 –16:00 Mid-aFternoon BreaK | ViSit witH eXHiBitorS

16:00 –17:00 round roBin roundtaBle diScuSSion

17:05 –18:05 iBF cocKtail recePtion

FridaY | 22 noVeMBer 2013

07:00 – 08:00 Morning reFreSHMentS & regiStration

08:00 – 09:00 11 demand Forecasting in Fashion Jewelry as an integral Part of the Swarovski S&oP cycleAlbert Tösch, Head of Business IntelligenceSwarovski ag

Frédéric Arenas, Sr. Industry Consultant, Manufacturing & Global Supply Chain Practice SaS

12 gearing Your S&oP Process to Support a growth Strategy – integrating the ‘new Stuff’Chris TurnerCo-FounderStrataBridge

09:05 – 10:05 13 the art and Science of Forecasting: when to use Judgment? Jonathon Karelse PresidentSyncro distribution, inc.

14 Boiling the ocean – From decentralized to centralized Planning & ForecastingAhmed Abdul-hamed, ACPFDemand & Inventory Manageral nahdi Medical company

10:05 – 10:20 Mid-Morning BreaK | ViSit witH eXHiBitorS

10:20 – 11:20 15 Finding a Progressive and Self-Financing approach to S&oPYves De BackerSupply Chain & Operations ManagerBuckman

Sacha De BackerConsultantSolventure

16 use of leading Market indicators for demand PlanningTony TonnaerManager Business Processes & Customer Servicerockwool B.V.

Stijn RutjesSr. Business Consultanteyeon

11:25 –12:25 S&oP Panel diScuSSion

conFerence concludeS

SaturdaY | 23 noVeMBer 2013 | eXaM daY 08:30 –16:30 | iBF certification day | cPF & acPF good lucK!

To Be Announced

12

EuropE

Supply Chain ForECaSting & plann ing ConFErEnCE

w/ 1-day Fundamentals oF demand planning & FoRecasting tutoRial

amsterdamRadisson Blu amsteRdam aiRpoRt Hotel

amsteRdam, netHeRlands

20-22 novemBeR 2013

12

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SuPPly chain FORecaStinG cOnFeRence | 21-22 NOVEMBER 2013

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FORecaStinG tutORial | 20 nOVeMBeR 2013 (IBF Members ONLY)

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