INTEGRATED BUSINESS PLANNING SUMMIT The Grace Hotel, Sydney: 12th 15th March

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1 The Grace Hotel, Sydney: 12th 15th March

2 International speakers: Jerry Wang Wallgreens Boots Alliance Vivek Sarbhai Director Integrated Business Planning Mondezel Asia Pacific Manish Shakalya IBP Leader Mondelez International Dave Allen Head of Integrated Business Planning Thales Rob Finlayson IBP Fonterra Amine Chahidi Africa and Middle East Planning Manager Domestic Expert Speaker Line up: David Woods Finance IBP, GWF John Ryan IBP Supply manager Kimberly Clark Kieran Routh Supply Chain Lead Gerard Lighting Stephen Aird IBP Integration Lead Cochlear Chris Mousley SAP Demand Solutions TableAU and Systems Integration Counsultant Michael Frey Customer Logistics and S&OP Director MARS Petcare Shaun Jenkinson Ececutive ANTSO Cindy Tan Technology Strategy and Planning Manager Vodafone

CONFERENCE OVERVIEW The Integrated Business Planning Summit 2018 will give you the practical skills to effectively implement IBP in your organisation.

significant IBP experience. Also, attend key interactive workshops to gain handson experience in ensuring the success of IBP in your organisation.

3 CONFERENCE OVERVIEW The Integrated Business Planning Summit 2018 will give you the practical skills to effectively implement IBP in your organisation. Bringing together Integrated Business Planning (IBP) practitioners and business leaders from international and domestic organisations, attendees will hear case studies from organisations with significant IBP experience. Also, attend key interactive workshops to gain handson experience in ensuring the success of IBP in your organisation. Act now to secure your place and harness the power of IBP in your organisation. KEY BENEFITS OF ATTENDING Learn how your business can derive value from IBP Drive improved business efficiency through IBP Enhance your company s forecasting through IBP Embed long-term thinking within your organisation Change workforce behaviour to align with strategic organisational goals Ensure executive buy-in to IBP PLUS: Gain best practice insights from experienced practitioners into IBP planning, adoption and implementation Hear from international and domestic experts from a wide range of relevant industries AUDIENCE This event will bring together business leaders and IBP practitioners to discuss IBP. Job titles this event is particularly relevant to include: Integrated Business Planning Manager S&OP Manager Supply Chain Manager Demand Forecaster Operations Manager Chief Financial Officer CONFERENCE LOGISTICS Venue: The Grace Hotel Address: 77 York St, Sydney NSW 2000 Dates: March, 2018 Start/Finish: 8:50 am 5:20 pm REGISTRATION AND ENQUIRIES To register for Integrated Business Planning 2018 simply complete the registration form at the back of this brochure and send to: events@konnectlearning.com.au or call Alternatively, registrations can be made online at: SPONSORSHIP Strategic sponsorship opportunities are limited. Contact the sponsorship team on or events@ konnectlearning.com.au to discuss sponsorship package options.

8:30 Registration, morning coffee and tea 9 am 5 pm Creating the organisational conditions for IBP success DAY ONE: Pre-Conference Workshop, 12th March 2018 IBP represents the next step in Sales and

4 8:30 Registration, morning coffee and tea 9 am 5 pm Creating the organisational conditions for IBP success DAY ONE: Pre-Conference Workshop, 12th March 2018 IBP represents the next step in Sales and Operations Planning, allowing companies to have complete integration of organisational planning, enhancing strategic decision making and allowing for effective business decision-making throughout an organisation. This intensive pre-conference workshop will enable you to ensure conditions for IBP success exist within your organisation. Delegates will learn best practice methods to ensure these conditions exist in your organisation, as well as how to embed these conditions for the future. Key learning outcomes: Learn the basic elements of IBP INTEGRATED BUSINESS Understand the organisational capabilities to enable to successfully implement IBP Understand how your company can derive most value from IBP pre, during and post-implementation Harness your company s most important asset, it s people, to ensure IBP success Driving behavioural change to create conditions for IBP success Align your IBP planning processes with your business strategy Your expert facilitator: Stephen Hanman, CEO, Collaborative Enquiry With past and present clients that include Dyson, DuluxGroup, University of NSW, Unilever, 3M, Toyota, Kodak, and BP, Stephens success and achievements are well known throughout Australia, New Zealand, Europe and USA. Having held a range of directorship roles including Child, Youth and Family Services, Benchmarking Success and Henderson Consultants, he is currently Chairman of the Board at Dyson Group of Companies. Stephen is an organisational developer and leadership companion. As part of the global network of MIRA Companions for Development, Stephen coaches a number of CEO s focusing on Delivering and Defining Strategic Aims and Your Development Needs Together Continuously. The first non-academic to win the International Journal of Logistics Management Best Paper Award, Stephen s collaborative learning saw the development of a leading model to define world class supply chain management. Stephen s unique ontological approach is in high demand, from Australia through Europe and USA, advising and coaching leading CEO s and organisations.

5 8:30 Registration, morning coffee and tea 8:50 Opening remarks from chair: Chris Mousley, SAP Demand Solutions, TableAU and Systems Integration Consultant INTRODUCING IBP PRINCIPLES 9:05 Why IBP needs to be on your company s agenda ASAP Understand how general IBP principles can be applied to business operations Appreciating how IBP improves business outcomes How to derive immediate and long-term value from IBP Understand IBPs evolution out of Sales and Operations Planning (S&OP) Optimising implementation by overcoming barriers to IBP adoption Unifying your company vision through IBP Dave Allen, Head of Integrated Business Planning, Thales (UK) 9:55 Enhancing your S&OP planning by incorporating IBP principles How you can harness the value of IBP at any stage of operation Applying IBP to SMEs Harnessing IBP in S&OP Optimising operations at an early stage How IBP processes can help achieve S&OP goals Making the transition to IBP more efficient Kieran Routh, S&OP and Supply Manager - International, Gerard Lighting OPENING KEYNOTE: 10:45 Morning tea 11:00 Efficiently transitioning from S&OP to a whole-of-organisation IBP Rallying your organisation towards a single strategic vision by moving from S&OP to IBP Understand what is involved in moving from S&OP to IBP Avoiding pitfalls in the transition process Understand the business case for moving to IBP Managing people, processes and tools to effectively transition to IBP John Ryan, IBP Supply Manager, Kimberly-Clark WORKFORCE PLANNING & CHANGE MANAGEMENT 11:50 Improving business outcomes through IBP by empowering your workforce to make decisions Understand the importance of employee empowerment in effective IBP implementation How to ensure employees understand their accountabilities How business value is derived from workforce empowerment Michael Frey, Customer Logistics and S&OP Director, MARS Petcare 12:40 lunch 1:40 Using IBP to drive effective change management How IBP supports: Business change management Organisation behavioural change Improving business performance and coherence between teams Facilitating cultural growth and improving workplace engagement How to overcome barriers to change through IBP A case study of the journey from nothing to full IBP implementation Stephen Aird, IBP Integration Lead, Cochlear DAY TWO: 13th March :30 Creating and enhancing trust and transparency through IBP Using IBP to create trust and transparency though your organisation Methods to ensure this transparency grows over time How trust and transparency can positively affect internal and external stakeholder engagement with: Customers Employees Business stakeholders PANEL DISCUSSION Michael Frey, Customer Logistics and S&OP Director, MARS Petcare Dave Allen, Head of Integrated Business Planning, Thales (UK) Stephen Aird, IBP Integration Lead, Cochlear 3:20 Afternoon tea MEASURING IBP PROGRESS & MANAGING FORECASTS 3:40 Ensuring continuous improvement through measuring the progress of your IBP strategy The importance of defining business outcomes IBP is progressing towards Learn how to use metrics to measure progress towards these goals Understand how to evaluate metrics and data to ensure continuous improvement Learn how to harness data to formulate a continuous improvement strategy Best practice in reforming IBP to be congruent with organisational goals Jerry Wang, Senior Supply Chain Manager - Integrated Planning and Optimisation, Wallgreens Boots Alliance 4:30 Driving organisational harmony through using IBP to manage multiple forecasts Learn how IBP can enhance the management of multiple forecasts such as: Consensus forecasting through combining multiple forecasts Financial forecasts Hedge management Supply forecasting Demand forecasting How IBP ensures organisations prioritise long-term forcasting and ingrain long-term thinking Learn how your organisation can derive value from a long-term outlook Understand forecasts as a whole system and understanding how they are interlinked 5:20 Reflection and implementation session and drinks Reflect as a group on the lessons learned throughout the day Discuss takeaways from the day Create action plans on implementing these lessons in your organisation 6:00 End of day two

6 8:30 Registration, morning coffee and tea 8:50 Opening remarks from chair: Chris Mousley, SAP Demand Solutions, TableAU and Systems Integration Consultant EXECUTIVE BUY-IN & COMPANY VISION 9:05 Creating a single, unified company vision through IBP Overcoming work silos through creating a harmonious company vision Deriving value and other business advantages of through this single company vision How IBP ensures your workforce and executives work towards your IBP strategy and unified strategic goals Strategies for defining the role of different work groups in working towards your unified vision Ensuring work silos are broken down and do not re-emerge Cindy Tan, Technology Planning and Strategy Manager, Vodafone Australia 9:55 Best practice in gaining executive buy-in to the IBP process Understand the essential role of the executive in successful IBP planning and implementation Learn the business case for IBP pertinent to executives How to engage your executive with the IBP business case and your IBP plans Best practice in sharing the IBP journey with the executive and gaining buy-in How executive buy-in enhances IBP outcomes and gives you every chance of success Shaun Jenkinson, Group Executive Nuclear Business, ANSTO and Director, The Australian Synchrotron 10:45 Morning tea STRATEGIC VISIONS, FINANCIAL PLANNING & SUPPLY CHAIN 11:00 Driving business efficiency through harnessing IBP in long-term financial planning Using IBP to shift your organisation s focus to long-term financial planning How IBP can be harnessed to reach long-term financial goals Saving money through driving efficiency Working effectively with all work units to reach these goals Prioritising training and development through long-term financial planning Saving money through driving efficiency David Woods, Finance, Integrated Business Planning Manager (IBP/S&OP), George Weston Foods 11:50 Enhancing supply chain management through IBP Harnessing IBP to enhance your supply chain planning capacity Using IBP to Integrate S&OP, demand planning and inventory management How to ensure an understanding of your supply chain throughout your business How IBP can be harnessed to more efficiently meet supply chain goals Amine Chahidi, Africa and Middle East Supply Planning Manager, Pfizer (Morocco) 12:40 lunch 1:40 Adding value through using IBP to refine existing strategic goals Enhancing outcomes through using IBP to refine and enhance existing strategic goals Understand why this can be preferred to creating a new strategic plan DAY THREE: 14th March 2018 Driving business efficiency through building IBP around these existing goals Learn best practice in transitioning to a new business plan and goals over time as this becomes beneficial to your business Deriving value through linking existing and new strategy and goals to business performance Rob Finlayson, IBP Program Lead, Fonterra (NZ) DEMAND PLANNING, DIGITAL TOOLS & CULTURAL DIFFERENCE 2:30 Enhancing demand planning and replenishment systems through IBP How IBP can help drive demand planning and replenishment systems in your organisation Driving business efficiency through these systems Lessons in the implementation of demand planning and replenishment systems How your demand plan can be used to drive IBP processes Rob Finlayson, IBP Program Lead, Fonterra (NZ) Amine Chahidi, Africa and Middle East Supply Planning Manager, Pfizer (Morocco) Vivek Sarbhai, Director Integrated Business Planning APAC and CSL India, Mondelez Asia Pacific (UAE) 3:20 Afternoon tea 3:40 Cultivating organisational buy-in on a global scale: creating harmony out of geographic and cultural difference Understand the role of IBP in overcoming national and cultural differences Learn how to meet strategic goals in multi-national organisations through IBP The role of IBP in working towards a unified strategic goal while allowing for cultural specificities Understand the business advantages of all multi-national entities working towards unified goals Vivek Sarbhai, Director Integrated Business Planning APAC and CSL India, Mondelez Asia Pacific (UAE) 4:30 Driving efficiency through digital tools and blockchain to strengthen your organisation s IBP Understand the spectrum of systems enabling digital IBP tools your organisation can harness Exploiting these tools to enhance your organisation s IBP outcomes How digital tools can dovetail with traditional business techniques to enhance outcomes Learn the role of these tools in effectively meeting strategic goals Chris Mousley, SAP Demand Solutions, TableAU and Systems Integration Consultant 5:20 Reflection and implementation session Reflect as a group on the lessons learned throughout the day Discuss takeaways from the day Create action plans on implementing these lessons in your organisation 6:00 End of day three PANEL DISCUSSION

Workforce behaviour change can also result in organisations meeting their strategic goals.

7 8:30 Registration, morning coffee and tea DAY FOUR: Post Conference Workshops 15th March 2018 Workshop A: 9.00am 12.30am Creating the organisational conditions for IBP success A necessary pre-condition for the effective implementation of IBP is changing workforce behaviour and organisational culture. Workforce behaviour change can also result in organisations meeting their strategic goals. Behaviour change can be used to increase organisational efficiency, align behaviour to IBP and related goals, and break down individualized work silos. This workshop, facilitated by an Oliver White certified IBP expert from a major multinational confectionary, food and beverage corporation, will teach delegates best practice in changing workforce behaviour. Delegates will also gain an understanding of the long-term benefits of this change to their organisation and how to embed this in their thinking throughout their workforce. Learning outcomes for this workshop include: Learn how to use IBP to shift your workforce s behaviour to enhance efficiency and meet goals The necessity of shifting workforce behaviour to effectively implement IBP Understanding IBP processes and aligning workforce behaviour to these Understand the different methods for shifting leadership and general workforce behaviour Understand the necessity of changing workforce behaviour to gather accurate IBP data Ensure your workforce works together effectively and break down inefficient organisational silos Your expert facilitator: Manish Shakalya, Integrated Business Planning Leader, Mondelez International Manish Shakalya is an Oliver White certified IBP expert and currently the IBP Leader for chocolates category of Mondelez International in Asia Pacific region based out of Singapore. He was was earlier charged with rolling out the IBP program in the Country P&L model within APAC from April 2013 to Dec In the new Category Led P&L model, his role is to embed IBP in the ways of working of chocolates category. He joined Mondelēz International from the Consumer Electronics Division of Samsung India where he led the demand and supply planning function for a USD 2 Billion business based out of Gurgaon. He has nearly 16 years of experience spanning the entire spectrum of supply chain from demand to supply across consumer durables, FMCG and healthcare industry. Workshop B: 1:30pm 5pm Mock IBP Planning Due to it s whole-of-organisation scope the process of implementing IBP can be a daunting prospect, as can be keeping on top of the process post-implementation. In attending this workshop, delegates will learn best practice experience in how to plan their implementation of IBP and how various organisational departments fit into the process. A mock IBP planning panel will be set up, including individuals representing finance, business planning, sales, operations, marketing and supply and demand planning. Learning outcomes for this workshop include: Understand how different departments fit in to IBP planning Gain experience and knowledge in IBP planning that you can apply to your organisation Learn methods to overcome conflict between departments in IBP planning Understand how different work groups can be made to work together See how in this planning stage you can break down silos that have developed in your business Expert facilitator: Chris Mousley, SAP Demand Solutions, TableAU and Systems Integration Consultant End of day four

8 PLANNING SUMMIT www PO Box H264 AUSTRALIA SQUARE, NSW, Registration LOCATION & DATES: 26th February 1st March, L Aqua Dockside - Cockle Bay Wharf, Sydney NSW 2000 PRICING DETAILS: PLEASE NOTE: PRICES EXCLUDE GST Your selection: Please Indicate with Super Sneaky Rate: Pay By 15 December Early Bird Rate: Pay By 16 February Standard Rate: Pay After 16 February Attend 1 Day $999 $999 $999 Conference Only (2 Days) $1999 $2299 $2599 Attend 3 Days (please indicate pre or $2599 $2899 $3199 post conference workshops with a tick) Pre-Conference Workshop Post-Conference Workshop Attend 4 Days $3099 $3399 $3699 Vendor and Solution Provider Rates: Conference only $3999 $3999 $3999 DELEGATE ONE Name Position Phone DELEGATE TWO Name Position Phone DELEGATE THREE Name Position Phone DELEGATE FOUR Name Position Phone YOUR COMPANY DETAILS Company Name Postal Address Postcode PAYMENT DETAILS CHEQUE EFT CREDIT CARD I have enclosed a cheque for $ payable to Konnect Learning* Konnect Learning (Commonwealth Bank)* BSB: Account number: Please charge my Mastercard Visa AMEX ^ Please note AMEX attracts a 2.5% credit card fee In the amount of $ Signature Card No. Expiry / Name on card Security Code * Please quote the invoice number and company name upon payment via EFT or cheque. Payment is required prior to the event. An invoice will be ed to you. Phone with any queries. CANCELLATION POLICY The following cancellation policies apply to all Konnect Learning events. Whilst Konnect Learning is sympathetic to the inevitability of changing circumstances, Konnect Learning incurs costs for each cancelled registration. It is for this reason that the following cancellation policies are non-negotiable: If a registration is cancelled more than 21 working days before the date of a scheduled event, the fee of that registration will be refunded, minus a $300 processing fee; If a registration is cancelled between 21 and 7 working days before the date of a scheduled event, the registered participant will receive a redeemable credit note that can be used to attend another of Konnect Learning s events (subject to availability of venues); If a registration is cancelled less than 7 working days before the date of a scheduled event, Konnect Learning is unable to issue a refund or credit note due to the significant expenses already incurred by Konnect Learning. CHANGES TO EVENTS A tremendous amount of effort is spent to ensure all of Konnect Learnings events proceed as originally marketed. It is with regret that circumstances beyond Konnect Learning s control can prevent this from happening. As such, Konnect Learning reserves the right to change the speaker and/or agenda details at any time throughout the marketing lifecycle of an event. It should go without saying that Konnect Learning will diligently minimise the risks of changes to any event and will always ensure events deliver the content that is advertised. Konnect Learning will notify all participants of any changes in a timely manner leading up to an event. CUSTOMER PRIVACY Konnect Learning takes diligent action to ensure all client details are protected. Furthermore, we respect our customer s right to opt out of our various promotional activities for relevant, upcoming events. If you do not want to receive further information about our upcoming conferences, training courses and learning experiences, please tick the following box: ONCE YOU ARE REGISTERED, WHAT IS THE NEXT STEP When you have registered for an event, and that registration has been received by Konnect Learning, you will be sent a confirmation . This will include your invoice and any relevant information regarding the event you are registered for. Konnect Learning will regularly keep you updated regarding the events for which you have registered. If you require any further information, visit our website at or call us on

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