Tento seminář je pořádán v anglickém jazyce .

Advanced Executive Education Series
Building a Demand-Driven Supply Chain through

Integrated Business Management

– from Execution to Optimisation

From Basic Demand and Supply Balancing to Strategic Management Excellence

Workshop details:

  • May 29th-30th, 2023 from 9AM to 6PM CET (UTC+2)
  • Venue: Prague International Business School (PIBS), José Martího 2/407, 162 00 Prague 6 – Veleslavín, CZ, map details
  • Hotel available at venue: Hotel Krystal
  • Workshop is held in English 
  • Detailed program of the workshop is below
  • Please register here. The number of seats is limited to ensure the quality of the workshop.

Why should you attend?

  • Implement constraint planning
  • Analyse the benefits of a revenue based IBP/ES&OP process versus purely a cost focused one
  • Examine how the IBP/ES&OP process can improve top line revenue and reduce supply chain operating costs
  • Evaluate the management of increasing demand volatility
  • Understand the critical Integrated Reconciliation element of the process taking the outputs from the process reviews and building a picture of the company position using one integrated plan
  • Conduct and support management reviews to establish gaps against the business plan strategic intent and recommend steps to close the gaps
  • 60 days post–workshop support via phone/email on workshop covered materials / topics

How will you benefit?

  • Play a significant role in the entire IBP/ES&OP process for your company, from implementation to sustained performance
  • Interpret the outputs from Product Management, Demand Management, and Supply Management, see their implications on the business, and develop the best forward plan for the company
  • Evaluate the critical Integrated Reconciliation element of the process taking the outputs from the process reviews and building a picture of the company position using one integrated plan
  • Master the skill to adapt and use the process in a complex situation; in particular, how the process is used in regional and global situations and in companies with multiple sites.
  • Implement this continuous review process instead of the traditional business budgeting process in order to achieve the company’s strategic and competitive priorities

The course

You will learn:
  • How to recognize maturity stages of IBP/ES&OP / Integrated Business Management and how to reach and sustain the desired levels of process excellence
  • How to assess demonstrated performance as the realistic planning base for forward projections
  • How to integrate operational and financial factors to enable fully effective business assessment at all stages in the process

This workshop was designed to help improve the following KPIs:
  • Customer Service Levels
  • Inventory Levels
  • Control of the Business
  • Overall Communication
  • Changes to production schedule leading to plant inefficiency and low productivity
  • Distribution and transportation costs
  • Financial commitments

The seminar is aimed at executives who need to understand the Sales & Operations Planning methodology and how it relates to Integrated Business Management and Lean Thinking approaches. By gaining solid understanding of individual IBP/ES&OP maturity levels, the senior management can apply these principles to manage their business more effectively and to plan for continuous process improvement.

IBP/ES&OP – Integrated Business Planning (also known as Executive Sales and Operations Planning) is the integrated business planning processes that provide a practical and highly effective way to strategically link sales to operations and finance. To achieve a competitive advantage, customer focused demand plans must be integrated with the management of the supply side of the business. The IBP/ES&OP process outlined in this seminar provides the knowledge to ensure sales, operations, and inventories are aligned and that plans are measured to enable continuous improvement. In this workshop, participants will learn the concepts and go through the process of improving IBP/ES&OP and moving the process to next higher levels of Executive IBP/ES&OP and Integrated Business Management as described by T.F. Wallace, Oliver Wight International, Ventana Research, Aberdeen Group, Garner Research and many others and experienced firsthand by the trainer and his consultants when leading their clients to its successful completion and continuous improvement. The approach is interactive, with participants working with real-life case studies.

The IBP/ES&OP is logical process that integrates the financial plan, the financial forecast outlook, sales and marketing plans, and operations plans. It links tactical plans to the execution of strategy and provides the means to continually challenge the strategy, rather than continuing to rely on an old and irrelevant strategy as market conditions change. It gives management teams greater confidence in making the decision to change plans as market and economic conditions change – because the planning numbers and projections are updated and assessed every month.

Typical benefits of IBP/ES&OP:
  • Reduced working capital by up to 30%
  • Improved forecast accuracy at the item level by up to 20%
  • Increased company pre-tax operating income
  • Increased accuracy of financial plan
  • Ability to set financial and operational performance plans for multiple years

Hand-Outs:
  • Scorecards – 3 different approaches to Scorecard measurements – case study
  • IBP/ES&OP/S&OP Policy
  • Conquering the Seven Deadly Challenges of IBP/ES&OP – Gartner Research White Paper
  • The top 10 myths and realities of IBP/ES&OP – team discussion input
  • Sampler of IBP/ES&OP/S&OP spreadsheets
  • Food Supplements Manufacturer – Strategic Value Assessment Case Study
  • Gartner Research IBP/ES&OP/Demand Management – Case Study and Methodology

Note: There may be other handouts as we are continuously researching this topic.

Note: The notebooks are purely optional. The course is run by lecture and case studies that require team discussion and presentations.

Pre-course questionnaire:

As part of our effort to ensure that you gain maximum benefit from this event, a detailed questionnaire will be sent to you to establish exactly what your training needs are. The completed forms will be analyzed by the course trainer. As a result, we ensure the course is delivered at an appropriate level and that relevant issues will be addressed. The comprehensive course material will enable you to digest the subject matter in your own time.

How this program can help companies in tough times like this?

The course explains how IBP/ES&OP process works to provide the latest view of the business and enable re-optimization in the light of changing circumstances (including going into recession and/or getting ready to reap the benefits to be amongst the first coming out of slow down times). It will provide an overview of the supporting processes of Product Management, Demand Management, and Supply Management along with roles that Marketing, Sales and Finance play for benefit of the company as a whole.

So whether companies are in the early stages of assessing the value of IBP/ES&OP to align their supply chain with company’s financial goals, or starting the transformation of IBP/ES&OP into an Integrated Business Management process deeply embedded in their corporate culture, this course will provide valuable tools and assessment to get them to the next level of your IBP/ES&OP journey.

This course is designed for senior executives and all members of the leadership team who are involved in elements of the Integrated Business Management process for their company. It is also an excellent opportunity for a team implementing this process to ensure that the senior management to whom the team reports understands what is being done and how it benefits them.

Who should attend?

CEOs, COOs, EDs, Directors, SVPs, VPs, General Managers, Senior Managers of:

Sales, Finance, Marketing, Operations, Demand Planning, Supply Chain, Logistics, Merchandising, Collaborative Planning

Note: The detailed content of the workshop may be adjusted without prior notice to better reflect singed-up participants needs.

Program Content

Module 1: IBP/ES&OP – Developing / reviewing the process
  • The difference between Sales and Operations Planning (S&OP) and Integrated Business Planning (IBP/ES&OP).
  • Where it fits, what it does, benefits.
  • Seven steps to improved Sales and Operations Planning
  • How multi-level Integrated Business Management works and how it can be applied in large organizations.
Case study 1: Silo versus Consensus Forecasting

Delegates will develop independent forecasts and then a consensus forecast based on real-life sample dataset. We will explore the accuracy of independent and consensus forecasts and discuss the outcomes.
Module 2: The roles and responsibilities of the Executive in IBP/ES&OP
  • Key responsibilities of the Executive in IBP/ES&OP.
  • Setting the objectives for the process.
  • Linking the strategy into the IBP/ES&OP process.
  • Establishing IBP/ES&OP fit within the organization.
  • Critical elements for Executive communication.
Module 3: Integrating sales planning into the process
  • Customer linking; collaborative planning – VMI, CPFR.
  • Understanding fit of demand management and sales-marketing mix.
  • Supply chain role in supporting marketing mix.
  • The critical demand creation factors to forecast.
  • Integrated planning and control model
Module 4: Measurements
  • Using a balanced score-card approach to performance measurement.
  • Ensuring strategy is incorporated into scorecard design and evaluation.
  • The importance of measuring forecast accuracy and financial performance as indicators.
Case study 2: Balanced scorecard

Analyze and discuss the content of 3 different score-cards and recommend the one that provides best integrated information to senior management.
Module 5: Operating the process
  • Business planning behind the IBP/ES&OP
  • Six steps to success.
  • Items to include on the meeting agenda.
  • Who should be involved?
  • Links to finance – one set of operational numbers.
  • The general manager’s role in the process.
  • The Proven Path to IBP/ES&OP implementation and continuous improvement.
  • IBP/ES&OP and Change Management
Module 6: Strategic Value Assessment (SVA): Assessing the Readiness of Your Demand Forecasting Process
  • Strategic Value Assessment Framework
  • Strategic Value Assessment Process
Case study 2: Food Supplement Company SVA Case Study

Delegates will determine four key integration areas and their supporting tasks that are required by IBP/ES&OP process to work well.
Team Discussion:

  • Development of IBP/ES&OP Policy
  • IBP/ES&OP and annual Budgeting
Module 7: Data requirements for IBP/ES&OP
  • Aggregate versus detail.
  • Areas to consider when creating a product family.
Module 8: The demand management process
  • Key building blocks of demand management.
  • Documenting assumptions for improved communications and decision making.
  • Demand-driven forecasting process.
  • Six steps to better sales forecasting and demand planning.
Module 9: Managing IBP/ES&OP process and forecast challenges
  • How to deal with inaccurate forecasts
  • Understanding variables and impact factors that lead to forecast errors.
  • Forecast Value Added Analysis.
Case study 3 – How demand driven are you?

  • Analyse the Demand Planning process of the Food Supplement Company.
  • Rate the company using the Integrated Business Planning Process Quality toolkit.
Module 10: Using IBP/ES&OP maturity model to assess your organisation’s position
  • Maturity stages of IBP/ES&OP.
  • What does it take to get to a Class “A” and to stay there?
  • Integrating the business and the strategy.
  • Change management.
  • Mergers and acquisitions – beware of ‘reversed engineering’.
Team Activity: The Journey to IBP/ES&OP Maturity

  • Identify individual levels of IBP/ES&OP maturity.
  • Match the levels with individual steps of IBP/ES&OP/IBP/ES&OP journey.
Module 11: IBP/ES&OP software and systems
  • Spread sheets.
  • Dedicated software.
  • Connectivity with ERP systems.
Module 12: Individual experiences with IBP/ES&OP (S&OP)
  • Determining what needs to be done to institute or improve your process.
  • Identifying change management support needs.
  • A Fundamental Conflict: The Control <-> Growth Paradox
  • “Taking it home” – how to bring IBP/ES&OP back to the office.

Registration

Please fill in the form to register. The number of seats is limited to ensure the quality of the workshop.

  • Early bird discount of 10% is applicable for registrations before April 24, 2023.
  • Additional discount of 10% is applicable when signing up for 2 workshops or when at least 2 colleagues from the same company sing up for any workshop.

Client’s Testimonials

“Charles is a fully committed and highly skilled professional. During the project we handled together, his help and strong knowledge about both organizations and supply chain have been definitely key success factors. I hope working again with him, without any doubt.”

DIRECTOR OF SALES AND OPERATIONS, FUTURMASTER FRANCE

“The trainer is an indisputable expert in his field. He can manage the technical details and yet never lose sight of the broad business perspectives.”

FINANCE DIRECTOR, J&J

“The course was an eye-opener for me and had revealed new ideas and processes that I did not imagine before. I had a misconception of IBP/ES&OP as a difficult and impractical process. Through the course, I had learned that it was not a set of rules and KPI’s, but rather a means for collaboration and consensus-based decisions. We were able to set-up a practical IBP/ES&OP process within the company that allowed us to focus on common objectives, and a process that was accepted across the different functions, and with the full support of the general manager.”

SUPPLY CHAIN DIRECTORY, SANOFI – AVENTIS SINGAPORE

“The trainer has a lot of real life examples to relate to training materials – fantastic.”

Merchandising Manager, COURTS MAMMOTH SB

“The trainer helped direct the company to better forecasts, IBP/ES&OP process improvements and better systems and tools. He managed complex projects very successfully.”

SENIOR MANAGER, SUPPLY CHAIN MANAGEMENT, WARNER LAMBERT

“Good. Can relate to real issues”.

SENIOR OPERATING OFFICER, PADIBERAS NASIONAL BHD (BERNAS)

“The most valuable outcome of the workshop was that the team got believed on the importance of working in integrated environment and understand the importance of having a process such as the IBP/ES&OP where all company must working toward one objective, and having a transparency across the entire IBP/ES&OP process.“

VICE PRESIDENT – SUPPLY CHAIN, AL-NAHDI MEDICAL COMPANY, SAUDI ARABIA

“The workshop matches my expectations. I aimed to understand forecasting theory, industry environment, and gain experience on existing tools. The workshop was practical with series of hands on activities. Although I am not responsible for hands on, it provided condense environment for me to experience execution.”

SENIOR DIRECTOR SUPPLY CHAIN & QA, McDONALD’S (China) Co., Ltd.

“Charles is a very experienced speaker and the whole training has been going on smoothly and served the purpose. Clear and precise presentation. Good references examples of each topic discussed.”

MARKETING PLANNING MANAGER, CONTINENTAL SIME TYRE, MALAYSIA

“Charles has a wealth of experience of demand/supply planning & IBP/ES&OP from a range of clients. This comes across from the use of examples in industry. I left knowing considerably more about IBP/ES&OP and one-number forecasting than at the start of the day.”

PhD Candidate in Management Science, Lancaster Research Centre for Forecasting, Department of Management Science, United Kingdom

“The most valuable outcome were the hands-on activities that gave the participants first-hand experience in dealing with IBP/ES&OP issues such as: different views of forecast, different interest of different department in the business and the advantages of establishing a single view of demand and supply.”

VP BUSINESS DEVELOPMENT, ISCS