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IBF RECERTIFICATION - 10 POINTS FORECASTING & S&OP. W - LEADERSHIP FORUM & 1-DAY FORECASTING & PLANNING TUTORIAL

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230 views20 pages

IBF RECERTIFICATION - 10 POINTS FORECASTING & S&OP. W - LEADERSHIP FORUM & 1-DAY FORECASTING & PLANNING TUTORIAL

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Soney Arjun

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IBF RECERTIFICATION: 10 POINTS

BUSINESS
PLANNING
FORECASTING
& S&OP
BEST PRACTICES CONFERENCE
w/ LEADERSHIP FORUM & 1-DAY FORECASTING & PLANNING TUTORIAL
ORLANDO, FLORIDA USA | OCTOBER 25–28 2016

KEYNOTE SPEAKER EARLY BIRD SILVER PACKAGE

ONLY $1499 (USD)
WHEN YOU REGISTER BEFORE
Richard Hansen SEPT 28, 2016!
IBF MEMBERS RECEIVE AN ADDITIONAL $100 OFF!
President
FREE GOLF
WITH YOUR CONFERENCE REGISTRATION
CONFERENCE NETWORKING
ALL LEVELS WELCOME!
($200 USD VALUE)

FREE REGISTRATION
REGISTER 3 PEOPLE AND GET
4TH PERSON FREE

Institute of Business
Forecasting & Planning

MEMBERS
ONLY 1 – D A Y T U T O R I A L
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: ibf.org/1610.cfm

IBF will provide expert instruction on the Fundamentals of Demand Planning & Key Learning’s:
Forecasting, based on IBF’s body of knowledge used by 1000’s of global companies. • How to measure forecasting performance, a key to continuous FREE 1-DAY
You’ll hear about what works and what successful companies are doing today to improvement TUTORIAL
improve business performance. • Learn next level forecasting analytics used by best-in-class companies
w/ Gold or Diamond
• How to analyze and treat data before using your ERP System
If you get the forecast right, you will be able to optimize inventory, improve customer Package that includes
• How to prepare baseline forecasts using Time Series methods, the
service, foster more collaboration and energize your S&OP process, while increasing most widely used method for forecasting IBF Membership
profitability and market-share. • How to use Regression/ Causal analytical methods to explain, forecast,
The hands-on and interactive nature of the program will foster discussion and idea and drive demand
sharing with participants to ensure knowledge shared is fully absorbed. • How to forecast and plan new products, where limited or no data may be available
• And much more
Also, with the limited supply of qualified demand planning & forecasting professionals Plus, this workshop is an excellent step in preparing and becoming
in the marketplace, a global phenomenon, you have a chance to supercharge your a Certified Professional Forecaster (CPF®)! Exams will be offered on
career in this profession. The IBF has the salary benchmarking reports to prove it. October 29, 2016.

MORNING | 9:00 AM–12:1 0 PM
ROLE OF FORECASTING IN THE ORGANIZATION DATA MANAGEMENT AND DATA CLEANING HOW TO FORECAST WITH REGRESSION ANALYTICS –
• Benefits and its impact on supply chain, management • Data identification and definition FORECASTING AND EVALUATING CAUSES OF
decisions, financial plans • Structure of time series data VARIATION IN DEMAND
• Responsibilities/Accountability • Data collection and analysis • When to use Regression
• Consensus development and management support • Identifying and adjusting for anomalies • Advantages and disadvantages
• Relationship to other decision and planning processes • How to build a regression model for demand
• Cross-function participation and involvement 12:1 5 PM–1:1 5 PM | LUNCH • Application in estimating effects of promotions, pricing,
S&OP & FORECASTING PROCESS advertising, and other program actions
• Process design and interfaces AFTERNOON | 1:20 PM–5:00 PM • Using regression methods in conjunction with time
• Cross-functional involvement and consensus building series forecasting
• Forecaster competencies & skills HOW TO FORECAST WITH TIMES SERIES MODELS – NEW PRODUCT FORECASTING – FORECASTING OVER
• Forecast user Information needs THE MOST WIDELY USED METHOD OF FORECASTING LONGER TIME PERIODS WITH GREATER UNKNOWNS
• Risk and error tolerances • Importance of pattern identification • Challenges of New Product Forecasting
FORECAST ERROR MEASUREMENT • Time series model development • Opportunity identification and evaluation
• Importance of error measurement and analysis • When to use time series models • Product lifecycle structure and estimation
• Sources and remediation of error • Advantages and disadvantages of time series • Qualitative forecasting methods
• Interpretation and application of error metrics • Event adjustments and when to use • Diffusion models
• Mean Absolute % Error (MAPE) • Underlying assumptions • Quantitative forecasting methods
• Weighted Mean Absolute % Error (WMAPE) • Widely used time series methods – averages, naïve • Expected error and accuracy
model, exponential smoothing, decomposition, trend,
• Error analysis and cost of error :15 PM - 1:15 PM MS-EXCEL will be Used for Demonstration Exercises.
seasonal, and other time series methods Bring Along Your Laptop (Optional)

WEDNESDAY | OCTOBER 26 | 7:00 AM – 8:00 PM

LEADERSHIP
BUSINESS PLANNING
FORECASTING & S&OP
www.ibf.org/leadership2016.cfm
F O R U M

Executive Stream 1: Executive Stream 2: Executive Stream 3: Executive Stream 4:

Designing & Maintaining a Managing S&OP in Today’s Optimizing Your Product Portfolio Embracing the War on Talent
Successful Demand Planning Disruptive & Demanding Through Integrated Lifecycle Management for Planning
Organization Business Environment Management Professionals

#IBF1
2
Educational Sessions | October 27–28

ESSENTIAL NEXT-LEVEL VANGUARD

BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: ibf.org/1610.cfm

The building blocks for successful Getting more from your S&OP Staying ahead of the curve to
S&OP, Demand Planning and processes, reaching maturity and future-proof your S&OP, Demand
Forecasting in your organization utilizing resources more efficiently Planning, and Forecasting processes

KEYNOTE SPEAKER

From Forecasting Analyst to President

of Speedo: A Remarkable Journey
Richard Hansen
President

AWARDS PRESENTATION
You will learn:
• A “mature closed loop” demand management process
EXCELLENCE IN BUSINESS • How to create a process roadmap for successful
FORECASTING & implementation
PLANNING AWARD • The characteristics required for the next generation of
.......................................... demand planning professionals
LIFETIME ACHIEVEMENT Joe Eschenbrenner, CPF
AWARDS IN BUSINESS Head of Demand Planning
PUMA GROUP
FORECASTING &
PLANNING

2 Integrating New Product Planning into

the S&OP Process

1 Creating Successful Financial Forecasts,

Engaging All Functional Areas,
and Building a Demand Management
Many firms do not integrate new product planning into
their routine supply chain planning processes. Rather
they have a separate team (e.g. R&D, Marketing,
Sales, Production, etc.) that uses different processes enabled by
Organization
different planning technology to plan and manage new product
How do you plan and implement an entire demand introductions. When new products compete with existing
planning strategy for your organization? How do you products for company resources, the business risks failing to
identify required competencies and achieve CEO and meet client demand. How can we as demand planners solve this
cross-departmental engagement? How can you build robust problem?
models for accurate forecasts? These are the questions I will be
This session will reveal how BASF has a variety of new business
answering in this workshop.
planning processes at the business unit level, including different
This session chronicles a successful demand planning evolution degrees of integration and maturity. I will explain how our Global
in a single company. Based on real world experience, I will Demand Planning and S&OP experts have worked with individual
highlight the challenges you can expect to face during every business units to assess the current situation and develop a
stage of planning and implementation. The process starts successful “to-be” process model for new business planning.
with base industry assumptions, a unique process to manage
You will learn:
structural changes through to customer CPFR and 3rd party
forecast triangulation. I will discuss the “One Forecast” model, • Why integration of new business planning into the
driven by a bottoms-up customer/item forecast triangulated with Integrated Sales & Operations Planning process is critical to
macro indicators. An accurate forecast successfully drives plant success
scheduling, work plans, raw and component procurement and • Examples of parameters and KPIs to include in new business
the financial forecast.

#IBF1
3
ESSENTIAL NEXT-LEVEL VANGUARD
Educational Sessions | October 27–28
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

demand & supply planning processes are looking to achieve. We will share some experience that
• Illustrative tools and techniques that demonstrate how to highlights the importance of communicating the context that
develop and communicate new product plans via Integrated surrounds a forecast. It is highly plausible that synergizing
S&OP performance metrics with the right communication strategy
Alan Milliken, CPF creates a formula that unlocks enhanced supply chain results.
Senior Manager – Supply Chain Capability Development This workshop will reveal how we achieve exactly that at
BASF Pinnacle Foods Group and how a context driven approach can
benefit your business.

3 Building the Foundations of Product You will Learn:

• How to enhance Demand Planning communication
Life-Cycle Management and S&OP
formally through process development
Product innovation, both in the form of new product
• How Demand Planning can help supply chain to make
innovation and commercial innovation, is at an all-time
complex tradeoff decisions
high, presenting significant challenges to the S&OP
process. With shorter Product Life-Cycles (PLC), and changing
• How to define Demand Planning’s impact on the supply
consumer behaviour, forecasting demand for products is chain, beyond MAPE and Bias
becoming increasingly difficult. John Gallucci
Senior Director of Planning
How have PLC curves changed and how do we realign our
PINNACLE FOODS GROUP
assumptions, methodology and processes to accommodate
these changes?

5
Cross-functional cooperation is becoming increasingly
Optimal Planning & Execution for New
important, particularly to incorporate information from the
Stage-Gate process to build robust forecasts. Not only that, cross- Product Launches
functionality is crucial in tracking maturity for existing products Planning for a launch is about much more than
and accurately gauging lifecycles. This workshop will provide forecasting demand. Depending on what type of
an overview of connection points between product innovation, product is being launched, the past can cast some light
lifecycle management and S&OP. on future demand. In many cases, however, historical demand
You will learn: cannot be relied on to accurately predict the future demand of a
• Product Life-Cycles (PLC) curves and its implication on S&OP brand new product. How then do we accurately gauge demand
and how Stage & Gate Processes integrate into S&OP for new product ranges?
• Methods for creating and tracking New Product Forecasts, In such cases, we use other methods to create forecasts, and
while managing Product Maturity and Commercial central to all of these methods are the assumptions behind them.
Innovation Capturing, defining and validating the assumptions we use to
• How to integrate the Long Tail “Product Rationalization” forecast launches is paramount. In this session, I will discuss the
within S&OP processes and tools I’ve developed and implemented with great
success at Boston Scientific to successfully determine, validate
Patrick Bower
Senior Director, Corporate Planning & Customer Service
and manage assumptions. The result is both accurate forecasts
COMBE INC. and effective launch plans.
You will Learn:
• Why focus on assumption management is crucial, and the

4 Is Communication More Important

Than Accuracy in Demand Planning?
Demand planning performance is driven by metrics.
key role forecasting plays in determining and validating
assumptions
• Tips on modeling to enable the process of identifying key
assumptions
MAPE and bias provide a compass to evaluate
• Tools and processes to create a launch plan, assess risk, track
performance, and make necessary changes to the
the launch and learn
forecast. It is for this reason that most Demand Planning
Travis Hoy, CPF
teams put a significant amount of emphasis on delivering
Senior Global Supply Chain Manager
improvements against these objectives, and why industry BOSTON SCIENTIFIC
benchmarking reports focus in this area.
In this session, we will explore whether metrics alone can
truly drive the business results that most executive leaders

#IBF1
4
ESSENTIAL NEXT-LEVEL VANGUARD
Educational Sessions | October 27–28

6
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

Machine Learning for Beginners: A You will learn:

Case Study at Burger King Restaurants • Best practices using the Six Sigma methodology to achieve
accurate and reliable forecasting
Traditional forecasting is being replaced by machine
• Practical takeaways to drive improvements in your MAPE
learning algorithms at an ever growing rate. Are you
harnessing this power to improve your S&OP? Machine • How to perform ongoing maintenance, continually improve
Learning tools are now readily available through open-source processes and clearly communicate the team’s knowledge
software, are making increasingly accurate predictions, and and culture in every plan
require very little time to implement for most applications. David Kloostra, CPF
Demand Manager, Global Supply
Despite these benefits, machine learning can still sound like an
MALLINCKRODT PHARMACEUTICALS
exotic concept to many organizations just starting their data
science initiatives.

8
This presentation will provide an easily consumable primer on Leveraging S&OP for Enhanced
machine learning by highlighting a case study for predicting
Logistics Planning & Execution to
multiple points of demand at Burger King restaurants. Topics
will include an overview of machine learning, how machine Support End-to-End Supply Chain Success
learning is used for forecasting, and how you can implement S&OP is a key enabler in end-to-end supply chain
machine learning at your organizations to facilitate complex management, where the integrated business process
forecasting projects. continually strives to achieve focus on strategy, priority
alignment, and synchronization of actions among various critical
You will learn:
planning and execution functions within the organization. In
• Get insight into the predictive analytics initiatives being order to gain the greatest potential value from S&OP routines,
used at Burger King and other leading Quick Service it is imperative to focus on end-to-end supply chain to ensure
Restaurant chains validity of key inputs and their impact on effective and efficient
• Learn machine learning concepts, techniques, and best execution.
practices In this session, you will hear Coca-Cola’s journey of leveraging
• Receive tangible and impact insights you can use to S&OP routines and outputs to enable critical supply chain planning
enhance data science at your organization and activities, such as transportation forecasting, inventory
Arya Eskamani optimization at both internal and 3rd party warehouses, and raw
Senior Analyst, Predictive Analytics / Data Science material planning processes. We will reveal our own insight into
RESTAURANT SERVICES INC. driving efficiency in logistics and optimally managing inventory
from a holistic point of view.

7
You will learn:
Six Sigma and Demand Planning Best
• Leveraging transportation forecasting capability to reduce
Practices to Enhance Forecasting and costs and enhance available carrier capacity
Direct Customer Collaboration • The importance of inventory optimization and having the
Cadence and long-held processes should be examined right geographical locations for 3rd party warehousing
with a watchful eye to make the next breakthrough in • Key drivers in developing a holistic end to end raw material
MAPE or error metric in your Demand Planning. When forecasting process
driving improvements to our S&OP, our company learned that Sara Park
while our MAPE and processes improved rapidly, some legacy Vice President, Planning and Logistics

systems were holding us back. Allison Cox

Sr. Manager- Scenario Planning & Project Management
This session will reveal how Mallincrkodt Pharmaceuticals used COCA-COLA
the Six Sigma process, along with S&OP’s collaborative problem
solving behaviors, to identify demand planning improvements. I

9
will explain how “just having a process” and cadence isn’t good eCommerce and Omni-Channel
enough to obtain true MAPE improvement. In this session we
will reveal the need to get closer to the customer to facilitate
Demand Planning: Finding Clarity in
customer forecast collaboration; how Six Sigma showed us that the Blurred Lines of Doing Business Today
our Demand Planning process was extremely complex; and the As more wholesalers begin selling direct to consumer
importance of “one data set” that is cleansed, governed and retail and e-commerce channels, the Demand Planning
part of your company culture. role will also evolve. How do we as demand planners

#IBF1
5
ESSENTIAL NEXT-LEVEL VANGUARD
Educational Sessions | October 27–28

11
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

adapt to the changing environments we find ourselves in? In The Twinkies Story: Forecasting for Iconic
this session I will delve into the planning needs of the different Products that Rose from the Ashes
channels including wholesale, retail stores and e-commerce, and
talk about what omni-channel is and how to plan for it. In four short months, Hostess Brands revamped its
supply chain planning to respond to the relaunch of
From someone who has done it all at a major multinational
iconic brands following product withdrawal. In 2013,
manufacturer, I will show you my own approaches to omni-
we placed nearly 100 million snack cakes back on the shelves,
channel retail merchandise planning in helping to meet
including Twinkies, CupCakes and Donettes. This was despite the
consumer demand. Not only that, I will reveal how you can gain
challenges associated with forecasting demand for products with
influence within your organization to better implement effective
little data and fast changing environments. Faced with short shelf
demand planning. This session will also detail the modern
life CPGs, Hostess Brands required a uniquely fast-paced supply
Merchandise Planner profile at retailers, including typical roles
chain to service our customers. In this session I will share how to
and responsibilities as well as terminology differences.
create a planning platform to support explosive growth. We will
You Will Learn: reveal how we adapted to fast moving environmental changes
• How to embrace the unique challenges of planning for to effectively gauge and meet consumer demand, and how to
multiple channels speed up S&OP processes to keep pace with short shelf life CPGs.
• Crucial metrics to developing the strongest demand plans You will learn:
• Key differences between Demand Planning and Merchandise • How centralized network planning improves speed with
Planning roles regard to achievement of best practices, decision making and
Courtney Armstrong adapting to environmental changes
AVP Demand Planning Lancôme
• How network simplification (fewer distribution points and
L’ORÉAL
one-location production) leads to consistency and efficient
inventory management

10
• How top talent, tools and a process-driven culture speed up
Building Blocks to Demand Planning
transition time in continuous improvement or transformative
Success with CPFR environments
Are you using CPFR and are you aware of the David M. Hovey
benefits it can bring to your organization? If so, Senior Manager–Supply Planning
have you implemented it successfully to turn it into HOSTESS BRANDS, LLC.
a powerful strategic tool? Collaborative planning, forecasting
and replenishment (CPFR) processes should be a key part of
every forecasting professional’s toolkit. CPFR can drive external
alignment with customers and improve forecasting accuracy by
increasing visibility to partner forecasts, order patterns and retail
12 The Future of Demand Planning
PART 3: Business Efficiency Planning
S&OP has been around before the conception of the
factors.
internet, but little has happened to truly evolve the
If executed effectively, CPFR can provide deeper insights into the process. The problem is not a lack of understanding
business (such as qualitative and quantitative store cluster and of existing processes or a lack of results. The problem, rather, is
geographic information) and facilitate development of more that S&OP may not keep up with where business is going and
effective sales strategies. CPFR can also optimize inventory levels risks failing to deliver value in an evolving market place.
for both vendor and retailer as both sides work to improve end to
We need a revolution in Business Planning - we need to make
end operational efficiencies. This session will lay the foundation
Business Planning great again. In this presentation, we will discuss
to building a comprehensive and effective CPFR system that
from a quantitative perspective if S&OP is working and some of
streamlines efficiency and reduces costs whilst meeting client
its limitations going forward. I will introduce an alternative to
demand.
S&OP planning that may fill these gaps. I will also discuss how
You will learn: visual reporting tools are used such as Tableau to help make sense
• When to use CPFR to drive improved operational metrics and of huge amounts of data to gain real insight into your business,
how to set up a model CPFR process your market and your competitors.
• Expected operational, sales and indirect benefits of CPFR You will learn:
• How to integrate CPFR into existing forecasting and S&OP • The current state of S&OP/IBP and how we arrived at this
processes and possible next steps in the evolution of CPFR point
Mark Temkin • The foundational components for a successful business
Sr. Director of Forecasting
planning process and the role of demand planning, including
HAIN CELESTIAL GROUP, INC.
visual reporting with tools like Tableau

#IBF1
6
ESSENTIAL NEXT-LEVEL VANGUARD
Educational Sessions | October 27–28

• The future of transforming transactional planning to strategic exercise into highly valuable business tool.
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

Business Efficiency Planning In this workshop, we will reveal the secrets behind our success
Eric Wilson, CPF at Mondelez. We will show how to better integrate assumptions
Director Demand Planning
into a demand planning process and how to leverage that
BERRY PLASTICS
to build a robust demand plan. We will relate fundamental
assumptions that underline forecasting and how they relate to

13
broader company objectives.
Communication Excellence through
You will learn:
S&OP to Marry Sales, Marketing
• How to better integrate a focus on assumptions into the
and Supply Chain in a B2B Environment demand planning process and how they relate to company
What does it take to get the real story, in a timely objectives
manner, from Sales? What’s the most effective way • How to leverage assumptions to increase accuracy of the
for supply chain to engage Marketing? Successful demand plan
forecasting in a B2B environment requires well synchronized • How to drive business activity (actions and decision making)
cross-functional communication between sales, marketing and through those assumptions
supply chain. The challenges are varied: B2B orders are for higher Greg Spira
volumes, SKUs are often custom configured and timing of orders IBP Category Lead
is sporadic, rarely following a seasonal trend. MONDELĒZ
Establishing S&OP as a cross functional communication model
with a regular cadence helps drive visibility and bring demand
insight to effectively improve operations. In our journey to
implement an effective S&OP management review meeting,
we identified several business communications best-practices
15 Fact or Fiction? Marketing
Assumptions Are Attainable for
New Product Planning
that served as key factors to our success. In this session I will
share how you can leverage email, centralized cross-functional Determining demand for new products can be quite
reporting and predictable S&OP management review meetings challenging. There is no sales history and no trend.
to gain buy-in and effective participation from all stakeholders in Customers don’t always react as expected and planning
your S&OP process. horizons tend to be long. Given the high degree of uncertainty
in the forecast, it’s easy for subjectivity and politics to influence
You will learn:
internal estimates. How, then, do we devise basic assumptions
• Effective communication strategies for demand forecasters for forecasting demand for new products?
and Supply Chain practitioners
In this workshop, we will describe processes that can be
• Leading practices for effective cross-functional collaboration
implemented to limit subjectivity and narrow the most likely
within your organization
range of the forecast. Mitigating risk when launching new
• Perspective on B2B supply chain fulfillment risks and products is crucial and this workshop seeks to share insights into
mitigation strategies how to avoid surplus inventory whilst meeting client demand.
Aviel Hillman In the absence of hard data, greater flexibility with time periods
Integrated Demand Manager
and information sources becomes crucial and collaboration with
Susan Becker sales, marketing and operations becomes key.
Senior Director, US Retail Sales
SAMSUNG ELECTRONICS AMERICA You will learn:
• Insights into new product forecasting by isolating key factors
that drive new product adoption

14 Managing Assumptions—
the Building Blocks of your
Demand Plan
• How to establish reasonable boundaries for assumptions and
support them with real world evidence
• How to gain leadership acceptance through soft skills and
collaboration
Your demand plan is based on standard, clearly defined
Jeffrey Olive
assumptions. How do you leverage those assumptions Director, Global Commercial Forecasting
to form a comprehensive S&OP strategy? Once MERCK & CO., INC.
forecasts are created, how do you turn data into a plan? It is
crucial to transliterate forecasts into useable information to help
make strategic decisions, turning forecasting from a quantitative

#IBF1
7
ESSENTIAL NEXT-LEVEL VANGUARD
Educational Sessions | October 27–28

16
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

The Tech Investment Conundrum: You will learn:

When Should Advanced Tech Be • What FVA analysis is and how to apply it to better serve
customers and drive profitability
Introduced to Your S&OP?
• Some of the common “worst practices” in a business that
It’s a problem all companies face when experiencing FVA can identify
rapid growth: when to commit capital for advanced
• How Tastykake adopted FVA to streamline and improve our
3rd party software to improve its S&OP collaborative
forecasting performance
planning. With today’s ever increasing complexities, you must
Jeff Marthins, CPF
invest in this area. But when is the right time for it? You may be Director, Supply Chain
surprised that in the first stages of S&OP maturity, companies are TASTYKAKE/ FLOWERS FOODS
actually held back more by existing culture and processes than Michael Gilliland
by technology. Marketing Manager - Forecasting
SAS INSTITUTE
Due to most organizations being stuck in the early stages
struggling to move forward, this session will cover why
implementing advanced planning software for their ERP systems
is not always the best next step. This workshop will shed light
on the different stages of the S&OP maturity journey, the key
requirements for those stages, and methods to overcome the
18 eCommerce and Multi-Channel
Forecasting: The Giants are Coming
As analysts expect eCommerce sales in the US
major hurdles.
to continue growing by 10 to 12% a year, total
You will learn: eCommerce sales are already at substantial levels as
• How to benchmark S&OP maturity levels and the difficulties traditional brick-and-mortar retailers expand their online efforts.
encountered when moving through each level Total annual eCommerce sales have reached $159 billion for the
• Methods used by successful companies to drive S&OP top 25 retaillers with Amazon, Wal-Mart and Apple taking the
maturity forward top 3 spots. No matter what industry you are in, the giants are
• Risks of implementing advanced planning software without coming.
establishing experience and expertise first In this session I will reveal how we approach B2B eCommerce at
Steven Hainey, CPF, CPSM, CPIM, C.P.M. Continental Tire USA and how one of our largest customers, Tire
Director of Supply Chain Rack, has achieved success by operating from a B2C business
Jakob Wilson, CPIM model. Continental’s home office in Hanover, Germany operates
Strategic Sourcing Buyer in the B2C environment with 1,100 stores throughout Europe
JARDEN APPLIED MATERIALS
and I will share the core concepts that underline their forecasting
success in the eCommerce sphere. In this workshop, I will share
key findings to help improve your own eCommerce forecasting

17 Applying Forecast Value Added

(FVA) at Tastykake
How does your business identify areas of low
processes.
You will learn:
• How global leaders are approaching their eCommerce
productivity and inefficiency? Can analyzing use of business strategy and how it will affect forecasting in the
time and resources improve business performance future
and forecasting? FVA analysis lets businesses identify waste and • How CRM can help bridge the gap from retail to eCommerce
inefficiency across sales and marketing, finance and operations to customers to build a multi-channel strategy
drive profits and improve customer service. It also helps to identify • Tips for managing Inventory based on our experiences at
process steps and participants that are failing to improve the Continental Tire USA
accuracy of the forecast. Many companies now use FVA analysis
Sylvia Starnes, CPF
to streamline their forecasting by eliminating unnecessary process Senior Demand Collaboration Manager
steps. What’s more, FVA can even improve forecast accuracy by CONTINENTAL TIRE
stopping those activities that make the forecast worse. Denise Sakson
This presentation delivers an overview of the FVA methodology, Director of Forecasting
DISCOUNT TIRE
and how to conduct FVA analysis at your own organization. We
will also discuss an in-depth case study on FVA at Tastykake and
how it was implemented as a forecasting performance metric, as
well as the results.

#IBF1
8
ESSENTIAL NEXT-LEVEL VANGUARD
Educational Sessions | October 27–28

19 How Levi Strauss & Company

BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

• How to choose and implement technology to predict your

Use Size Forecasting, Optimized customers demand
• How to forecast and plan in the ‘Fresh’ market business
Allocation and Visual Analytics
world
Can your customers find what they are looking for in-
Dean Burkett, Director, Demand Planning
store and online? Do you know how your product size 7-ELEVEN
curves are calculated today and tomorrow? What are
you doing to ensure you are allocating the “Right Sizes” across

21
all stores and channels? These are crucial questions for retail From Chaos to Profit: Leveraging
demand planners.
Analytics Tools for Increased
In the fashion business, it is critical to get your demand and supply
plans aligned so you have enough product in your distribution Manufacturing Profitability
value chain. It is even more important to get a critical product Managing huge amounts of data and inferring trends is
attribute like sizing correct and distributed to locations with a perennial challenge, and one that grows increasingly
the highest probability of making a sale. In this session, we will problematic as the size of data samples increase. Like
discuss ways to collaborate with partners across the value chain most enterprises, L&L Products collects, maintains, and queries
while leveraging visual analytics to better inform assortment, information surrounding its design, manufacturing, operations,
product placement, pricing and demand forecasting. marketing, and customers. We use this data to gain insight into
You will learn: business health and profitability.
• What factors drive on-shelf availability and what prevents This presentation will highlight a data driven customer and
customers from finding products analytics discovery process that capitalizes on existing expertise
• How to leverage POS data at the SKU level to inform sizing to provide the business with previously unavailable strategic
forecasts and plans insight. L&L’s profitability has grown as a result of purchasing cost
optimization through cost anticipation previously not available.
• Which algorithms quantify lost sales and ensure products are
Additionally, purchasing teams have been armed with predictive
distributed to locations most likely to sell
tools enabling better negotiations of raw material contracts. We
Rene Saroukhanoff, CPF
will discuss how to implement regression, PCA and (artificial)
Senior Director of Merchandise Planning Reporting & Analytics
LEVI’S neural network based models and both disparate and connected
Manik Aryapadi
time series variables to estimate real time, spot-priced raw
Senior Manager, Retail material costs.
A.T. KEARNEY
You will learn:
• Data applicability comparisons for regression, [artificial]

20
neural networks, and PCA analyses
Big Bite, Big Gulp, Big Changes
• Viability and development and viability conditions for ARIMA
in the Supply Chain to Meet based time series prediction tools
Customer Demand • Recombination and extension of time varying input through
Customer wants and needs are changing faster than state space models
ever and they expect more and better solutions. One Dr. Steven Reagan
Computational Modeling Manager
of those customer wants is convenient access to high
L&L PRODUCTS, INC.
quality fresh food items. Retailers of every type are making
attempts to meet those expectations, with varying levels of

22
success. We at 7-Eleven have evolved our business model to
allow us to provide high quality fresh foods in our stores every
Successful Sales & Operations
day with success. Planning at Miller Welding &
In this session we will discuss the 7-Eleven infra-structure that is Machine
in place to allow us to meet our customers’ expectations every In 2012 Miller Welding & Machine Company (MWM),
day in 8,000+ stores. a large custom metal fabrication business, started their
You will learn S&OP journey. Today, it is a driving force in forecasting
• How to improve your agility and flexibility in meeting your sales, driving financials, assessing capacity, leveling line run rates,
customer needs in a highly changing environment and planning material. How did we achieve such a turnaround in
S&OP in such a short space of time?

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ESSENTIAL NEXT-LEVEL VANGUARD
Educational Sessions | October 27–28

24
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

In this session, John Boyer will define S&OP, identify keys for Succeeding in Global Omni-
success, and reveal the successful implementation methodology Channel Forecasting & Planning
used at MWM. Eric Miller will expand on why S&OP is particularly at Microsoft Store
important at MWM and how it benefits sales, operations and
inventory. He will also outline the S&OP process methodology,
and share how this process is instrumental in helping MWM
better serve our customers.
You will learn:
• What S&OP is and why it’s crucially important to the
Staying ahead of the
organization
curve to future-proof your S&OP,
• The S&OP process steps, ten implementation steps, and four
Demand Planning,
success keys
and Forecasting processes.
• The practical application of S&OP at Miller Welding &
Machine
Eric D. Miller, VP, Sales & Marketing
MILLER WELDING & MACHINE CO.
John E. Boyer, Jr.
President
J. E. BOYER COMPANY, INC.

Eric Kapinos, CPF

23
Senior, WW Merchandise Planning
“Octopus System”: How Honda MICROSOFT STORE
Service Side Builds Effective
Forecasting Teams
Forecasting in the automotive industry has long
been considered a “work of one”. Typically, a team
is comprised of individual forecasters who each
25 The Vizio Success Story:
Harnessing the Power of Sales
and Ops Planning
has their own project and starts and completes the process Like all young manufacturing companies with
individually. There is usually support from different departments significant supply chains, Vizio experienced a major
to gather and analyze data but forecasters are normally limited learning curve in our demand planning. Vizio was
to narrow, insulated roles. Recently however, Honda North founded approximately 15 years ago and has grown to become
America has adopted a Benchmark Forecasting Strategic the number two flat screen TV brand in the US. This growth
Approach, called the Octopus System, which allows companies outstripped the company’s S&OP processes and tools. As a
to build an efficient forecasting team based on centralized and result, in late 2015, the company launched a major project to
decentralized forecasting approaches and individual versatility. revise and strengthen processes and licensed a new software
This session will look closely at how to build a flexible system to support them.
and versatile team that creates robust forecasts through a The presentation will outline the journey to date and the lessons
collaborative effort. I will discuss definitions and responsibilities learned. I will discuss the problems faced, implementation of
of forecasting management roles and explore micro vs. macro forecasting software, successful forecasting models used by
and centralized vs. decentralized forecasting. I will also reveal in Vizio and how to effectively use findings to drive business
detail how we use the Octopus System to build reliable forecasts strategy.
at Honda North America.
You will learn:
You will learn:
• The importance of the forecasting and S&OP process in
• Why there are too many technical components to cover to the competitive and price sensitive consumer electronics
make “customers happy and safe” industry
• Garbage in, garbage out – is this true? Why this • Integrating financial simulations and modeling into the
misconception hurts your forecasting. S&OP process
• Case study of Honda North America’s “Octopus” • How a key part of the project is education on industry
Forecasting Organizational Design standard practices and terminology
Mark Bar, CPF
Terry Fearn
Forecasting Manager, HNA MQ Innovation Division
Senior Business Analyst
HONDA
VIZIO

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ESSENTIAL NEXT-LEVEL VANGUARD
EDUCATIONAL SESSIONS

26 27
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

The New Wave: Achieving Total Leveraging COE for Analytics-

Collaboration with Integrated Driven Demand Planning
Business Planning Harnessing the power of Big Data and translating it into
Companies have been achieving improved business a workable, value added forecast is the newest challenge
performance for a long time by successfully many of us face as demand planners. Big Data allows
implementing tactical S&OP, but now is the time to lead us to expand data sets and incorporate a wider range of factors
the evolution from S&OP to an integrated strategic deployment into our models. But how do we use this to our advantage? This
and management process. This evolving process is called session will cover analytics-driven approach of demand planning
Integrated Business Planning (IBP). What is it and how will it help where a specialized center of excellence leverages several data
your business? sources in creating a statistical forecast and baseline plan. This
is different to traditional demand planning and involves a more
IBP is an integrated forecasting tool, linking demand and supply
statistics-driven approach. This session will also cover concepts
to align sales plans across functions and hierarchical levels in the
of value-added forecasting, demand variation and volatility and
organization. Supply, Commercial and Controlling are the main
how S&OP can translate into a wide range of benefits across the
contributors to IBP process, aiming to drive simplification and
entire supply chain.
alignment into one number and one plan. In this session you
will be provided with the tools necessary to identify obstacles to You will learn:
participation, key steps to demonstrating the benefits for Sales & • How demand planning is becoming more data and statistics
Marketing, and engaging teams towards the final goal of total oriented
collaboration. • Why there is a need for specialized centers of excellence in
You will learn: the planning process
• What is IBP and how does it differ to traditional S&OP? • Best practices in the CPG industry and how this new
approach is helping to achieve better forecast accuracy,
• How to implement IBP successfully in your business using
optimal forecast bias and fewer variations in the demand
successful initiatives at Merck
plan
• Key takeaways of IBP
Fazlur Rahman
Ximena Stawsky S&OP Planning – Demand COE
Head of Andean Cluster & Demand Planning Latam KRAFT HEINZ FOOD COMPANY
MERCK KGAA
Reinaldo J. Landaeta
Regional Head of Supply Network
EMD SERRONO, INC.

ed
FORECASTING & PLANNING ROUND ROBIN, ROUND-TABLE DISCUSSIONS Includ r
You
With
rence
Increase your networking opportunities at IBF’s Conference by joining us at our very popular 1-hour Confe tion
tra
Round Robin, Round-Table Discussion session. Take this opportunity to bring up the most challenging Regis
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 S&OP, demand planning & forecasting community. All experience levels are invited and
welcome.
T OPICS:
• Creating a Reliable and Resilient S&OP Process
• Worst Practices in Forecasting & Planning
• ERP / Planning & Forecasting Technology Best Practices
• Improving Forecast Accuracy for New & Core Products
• eCommerce and Omni-Channel Planning & Forecasting

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IBF GOLF OUTING FREE! Friday | October 28, 2016 | 1:30pm
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

All levels welcome! A great and fun opportunity

to conclude the conference with your
fellow IBF attendees. Shotgun
Start/Scramble Format. ($200 USD Value)

TOP-T IER SP ONSORS

Hotel Information:

Exhibit Space is Available! WYNDHAM GRAND ORLANDO RESORT

BONNET CREEK
What You Get:
14651 Chelonia Parkway
• Area for the exhibitor’s 10’ pop up booth, 6’ Orlando, FL 32821
skirted table and two chairs
Reservations: +1.407.390.2300
• Access for up to 2 people to man your booth
• Networking opportunities with attendees during Online Reservations:
breaks and all food functions http://bit.ly/25F2nN1
• 1 complimentary registration pass for a client
Special IBF Group Rate:
Exhibitor Fees: $3200 (USD) $189.00/night + tax when you reserve by
For further information: September 30, 2016. Limited space is available
Phone: +1.516.504.7576
so reserve your room today!
Email: [email protected]

BECOME A CERTIFIED PROFESSIONAL FORECASTER (CPF)

Master Demand Planning, Forecasting, and S&OP with IBF Certification
Benefits of IBF Certification
FOR EMPLOYEES: FOR EMPLOYERS:
• Accelerate your career growth, leadership opportunities, • Save time and resources as IBF certified individuals are
marketability, and job security pre-qualified, allowing you to quickly identify the right person
• Validate your professional experience, knowledge, and for a forecasting/demand planning job
skill-sets in the field • Gain assurance that an IBF Certified individual has the background
• Build confidence knowing that you’re prepared for today’s to help improve forecasting performance and hit the ground running
rapidly changing marketplace • Increase the value of your forecasting and demand planning staff,
• Complement your supply chain education & certifications with IBF department, and company
• Become more recognized at your company, as well as in the field • Save time and resources in training —
• Master demand planning, forecasting and S&OP CPF or ACPF professionals already have a
verified body of knowledge

GET CERTIFIED AFTER THE CONFERENCE! Please visit www.ibf.org for additional
exam dates and locations.
OFFICIAL BOOK FOR
Exam Date: October 29, 2016 IBF's CPF/ ACPF
Certification
Register on our website, www.ibf.org or call us @+1.516.504.7576 for more details. Program

EARN 10 POINTS TOWARD RE-CERTIFICATION BY ATTENDING THIS CONFERENCE! IBF’S BODY

OF KNOWLEDGE
$124.95 USD

#IBF1
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CONFERENCE LEADERS
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

KEYNOTE SPEAKER Richard Hansen | President | SPEEDO

As a forecasting and S&OP professional, Richard’s career has taken him from Merchandise Allocation Analyst all
the way to president of one of the world’s most recognized brands. His job roles include Finance Director at Lego
and Executive Vice President at PHV, the parent company of a number of household brands including Speedo,
Calvin Klein, Tommy Hilfiger, and Van Heusen. Richard is now President at Speedo, where he lends his experience
in building strong teams, developing financial structures and reviving struggling operations - not to mention using
forecasting as a key driver of business strategy. A keen advocate of developing multi-disciplinary experience to
understand the business as a complete entity, Richard will reveal the importance of top management understanding
job roles, attitudes and culture in becoming strategic leaders. As somebody who spent his early career “influencing”
and his current career “being influenced”, he will reveal the importance of soft skills in influencing management
to deliver positive business outcomes and to make sense of competing visions to formulate and deliver strategy.

Salam Akhtar | Director Supply Chain and Customer Services | JARDEN CONSUMER SOLUTIONS
Salam has over 20 years of end-to-end supply chain management experience with leading organizations such as Unilever, City of
Mississauga, Parmalat, Research In Motion (Blackberry) and Jarden Consumer Solutions. Prior to Jarden, Salam was Global Director
of Demand Planning at Research In Motion and Director Supply Chain Planning at Parmalat Canada. He has implemented Sales and
Operations Planning (S&OP) twice in his career and three fully integrated demand planning processes. He is a change leader with
track record of leading multimillion dollars cost saving and process improvement initiatives across entire supply chain functions.
Salam holds a Masters of Business Administration degree, Bachelor of Science in Statistics, CPIM and PMP designations.

Courtney Armstrong | AVP Demand Planning Lancôme | L’OREAL

Courtney spent twelve years in Merchandise Planning before joining L’Oreal at the beginning of 2016 to lead the Lancôme Demand
Planning team. She began her career with a rotational training program at Gap Inc. headquarters in San Francisco and found her
passion in planning for Old Navy stores. Moving to New York, she spent 8 years developing the Merchandise Planning function at
RalphLauren.com where she oversaw all brands as well as planning for the fulfillment center and developing omni channel strategies.
Courtney also worked at J.Crew running the crewcuts.com planning team with a focus on omni channel before taking a role at
a startup running Planning and Merchandising Operations. Now with L’Oreal she has embraced the differences in Merchandise
Planning and Demand Planning and brings a fresh perspective to the evolving role. Courtney has a passion for people and developing
influence through a strong grasp of the interrelated planning metrics.

Manik Aryapadi | Senior Manager, Retail & Technology Practices | A.T. KEARNEY
Manik Aryapadi is a Senior Manager in A.T. Kearney’s Retail & Operations practices. He has led and delivered multiple engagements
in the Apparel and Footwear industries at the intersection of Planning/Forecasting, Systems Enablement, Organization and Big Data
Analytics. Manik holds a graduate degree in engineering management from Northwestern University and a degree in electrical
engineering from Texas A&M University. He is a certified Supply Chain professional.

Andrea Atwell | Vice President of U. S. Market Supply Chain | L’OREAL

Andrea Atwell is the VP of U. S. Market Supply Chain for L’Oréal’s Luxe Division. Her responsibilities include business, demand and
supply planning, and customer care, with the vision of leveraging improved supply chain results to drive strategic relationships with
L’Oréal’s U. S. customers. In the past two years, Andrea has helped to lead significant planning process initiatives for L’Oréal Luxe,
which has resulted in improved forecast accuracy, service levels, and inventory results. Andrea has 14 years of supply chain experience
and a true passion for demand planning, with a focus on recruiting and talent development for the function. She has a marketing
degree from Michigan State University. Andrea currently serves on IBF’s Board of Advisors.

Mark Bar, CPF | Forecasting Manager, HNA MQ Innovation Division | HONDA

Mark Bar currently works as Market Quality Forecasting Manager at Honda North America. He is responsible for leading a team of
forecasters that generate best-in-company Market Quality forecast accuracy, superior Executive Management support levels, efficient
Just-In-Time Demand Supply forecast support and Honda Forecast Software development. As a veteran at Honda with 16 years’
experience, Mark has held a several positions in the IT and Market Quality (MQ) fields, including MQ IT Team Leader and MQ Lead
Forecaster. He also developed the Honda Benchmark Forecasting Methodology and one of the most efficient forecasting strategies in
the industry, the “Octopus System”. Mark received his MBA from Franklin University in Columbus, Ohio and his PhD. in Economics
from Saint Petersburg State University of Finance and Economics, Russia and a Graduate Degree in Engineering from Tyumen State
Oil and Gas University, Russia. He is an IBF Certified Professional Forecaster (CPF).

Susan Becker | Senior Director, US Retail Sales | SAMSUNG ELECTRONICS AMERICA

Susan Becker is a strategic sales and marketing leader with an exceptional record of individual and team goal attainment. During
her career, Susan has been successful in leading sales teams, designing strategy, creating operations infrastructure and building
new paths to market for leading companies in the technology and marketing services industries. Susan joined Samsung Electronics
America in 2006 where she has been a key contributor in building the digital signage business which has achieved #1 market
share and has positioned Samsung as a trusted advisor in the digital signage space. Susan was also instrumental in developing
the segmentation strategy for enterprise sales and launched the vertical marketing division focused on identifying and developing
collaborative solutions with best-of-class partners across key vertical segments. Currently, she is leading sales efforts around
Samsung’s transformative retail business solutions. Susan holds a Bachelor of Arts degree in marketing from Purdue University.

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Patrick Bower | Senior Director, Corporate Planning & Customer Service | COMBE INCORPORATED
Patrick Bower has a wide area of expertise, including S&OP, Demand Planning, Inventory, Network Optimization, and Production
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

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

John E. Boyer, Jr. | President | J. E. BOYER COMPANY, INC.

John E. Boyer, Jr. is President of J. E. Boyer Company, Inc., a manufacturing and education consulting company started in 1988. He
has 43 years of experience as a manufacturing professional, consultant, and university educator including Rockwell International,
Emerson Electric, and Weber State University. Mr. Boyer works with executive teams, board of directors, managers, and operational
experts from manufacturing and distribution companies to achieve profitable growth and improved return on investment. He has
completed 43 S&OP design and implementation projects in a wide variety of industries including metal fabrication, electronics,
sporting goods, aerospace, and medical equipment. John has a BS-IE from Lehigh University and an MBA from Utah State University,
is an APICS CFPIM and is a frequent speaker for many professional organizations.

Dean Burkett | Director, Demand Planning | 7-ELEVEN

Dean has a diverse supply chain management background with leadership roles in supply and demand management, distribution,
transportation, warehousing and retail planning in various industries, including food and beverage, paper, pharmaceutical, private
label and consumer packaged goods. In his current role at 7-Eleven Inc., he is responsible for the management of demand planning,
production planning, inventory management, Sales and Operations Planning and continuous improvement. His diverse leadership
and functional experience give him a well-rounded, firsthand perspective across the entire manufacturing, retailer and consumer
spectrum. Prior to joining 7-Eleven, Dean worked at Sara Lee, Abbott Laboratories, Dorel Juvenile Group and Topco Associates,
holding various supply chain and logistics positions. He received his Bachelor’s degree from Indiana University - Bloomington.

Francisco Cadena | Vice President, Global Demand Planning | REVLON

Francisco Cadena is currently the Vice President of Global Demand Planning for Revlon Consumer Products Corporation. He is a
21 year veteran of supply chain with experience in the Consumer Packaged Goods and Pharmaceutical industries. In his current
responsibilities Francisco leads the transformation, redesign and continuous improvement of the global demand planning function
to enable an effective Integrated Business Planning process and the Demand Driven Supply Chain Strategy. He has held positions in
Manufacturing, Materials Management, Customer Service, Supply & Demand Planning and Innovation Management, and previously
has worked for The Procter & Gamble Company and Novartis Pharmaceuticals. Francisco holds a BS in Chemical Engineering from
the National University of Mexico and further Executive Education in Supply Chain and Logistics.

Allison Cox | Sr. Manager- Scenario Planning & Project Management | COCA-COLA
Allison has been with Coca-Cola since 2012 with experience in finance, forecasting, scenario planning and project management. In the
past, as demand manager, she drove cross-functional process improvement efforts and managed franchise innovation responsibilities.
This included heading new product forecast and pricing communication with the independent bottlers, while ensuring adherence
to respective sales agreements she spearheaded the 2016 Annual Business Planning (ABP) process, resulting in best practice process
development, enhanced supply chain data reliability, and timely visibility of volumetric growth projections. Allison also restructured
internal demand planning processes to align with a system-wide forecasting tool upgrade. Plus, she maintained, and transitioned
volume and financial reporting for direct store, warehouse, and food service routes-to-market, optimizing performance metrics and
reporting. Allison has a BA in Finance from the University of Evansville. She has a Masters of Science in Corporate Finance.

Rick Davis | Vice President and Global Lead, Office of Data Acquisition and Governance | KELLOGG’S
Rick has led multiple efforts for continuous improvement in demand planning, demand sensing, and technology solutions for
Kellogg USA. He also leads the Sales Technology Council for Kellogg Sales Company. Rick joined Kellogg Company in 1990 as a
sales representative and has held numerous positions in field sales and HQ, in both account management and sales management
positions.

Joseph Eschenbrenner, ACPF | Head of Demand Planning & Supply Chain Leader | PUMA GROUP
Joseph Eschenbrenner currently works as Head of Demand Planning and Supply Chain Leader at PUMA. Prior to this, he held the
position of General Manager of Demand Management for The Timken Company where he was responsible for the demand plan
for $3 billion in sales and in excess of 2 million unique customer/item combinations. Joseph has over thirty years of experience with
Timken and in the bearings industry within Marketing and Supply Chain. Joseph received both an MBA and Masters in Finance
Degrees from Rensselaer Polytechnic Institute and holds a Bachelor’s degree in Mathematics and Statistics from the University of
Connecticut. Joseph has also served as past President of the AMRC (Automotive Market Research Council), is currently the Chair of
their Economics Committee, is a member of the National Association for Business Economics (NABE), CSCMP, and is an Advanced
Certified Professional Forecaster (ACPF) through IBF.

Arya Eskamani | Senior Analyst, Predictive Analytics / Data Science | RESTAURANT SERVICES INC.
Arya Eskamani currently holds the role of Senior Predictive Analytics Analyst for Restaurant Services, Inc. where he is responsible
for all complex analytical and forecasting projects. He has over five years of experience applying predictive analytics in a variety of
professional fields including technology, healthcare, and manufacturing. Arya is a regular speaker at IBF’s Predictive Business Analytics
conference. He received his Bachelors in Business Economics from the University of Central Florida and a M.S. in Economics from
Florida Atlantic University.

Terry Fearn | Senior Business Analyst | VIZIO

Terry Fearn in a Senior Business Analyst with Vizio, with responsibility to support the S&OP process and tools. Prior to Vizio, he was
a Project Manager in the Global Supply Chain Group at Edwards LifeSciences. Terry is green belt certified in Lean Manufacturing and
is also Certified in Production and Inventory Management.

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Todd Gallant, ACPF | Vice President, Integrated Business Planning | DECKERS BRANDS
Todd has extensive experience in coordinating demand planning processes and S&OP. He was involved in Finance, Customer Service,
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: ibf.org/1610.cfm

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

John Gallucci | Senior Director of Planning | PINNACLE FOODS GROUP

John Gallucci is currently a Senior Director of Planning for Pinnacle Foods Group. Mr. Gallucci has a history of leading teams that
generate best-in-industry forecast accuracy, superior customer service levels, and efficient logistics. He has architected and facilitated
Executive S&OP processes in companies spanning the chemical, consumer packaged goods, and food/beverage industries. John
holds a B.S. with a dual major in Marketing and Management from Lehigh University. He has been a member of the Institute of
Business Forecasting (IBF) Board of Advisors since 2008, and has served as a speaker & panelist for IBF Executive Forums on the topics
of S&OP Optimization, Lean Forecasting, and New Product Forecasting. John is currently pursuing his MBA at Penn State University.
He has published extensively in the IBF’s Journal of Business Forecasting. John is also IBF’s 2014 award recipient for Excellence in
Business Forecasting & Planning.

Michael Gilliland | Product Marketing Manager | SAS INSTITUTE

Michael Gilliland is author of The Business Forecasting Deal, and currently Product Marketing Manager for SAS forecasting software.
He worked in consumer products forecasting for over fifteen years in the food, electronics, and apparel industries, and as a consultant.
Mike holds a BA in Philosophy from Michigan State University, and Master’s degrees in Philosophy and Mathematical Sciences from
Johns Hopkins University. He has published in Journal of Business Forecasting, Supply Chain Management Review, Foresight: The
International Journal of Applied Forecasting, Analytics, and APICS Magazine, and wrote a quarterly column on “Worst Practices” for
Supply Chain Forecasting Digest.

Steven Hainey, CPF, CPSM, CPIM, C.P.M. | Director of Supply Chain | JARDEN APPLIED MATERIALS
Steven has over 20 years’ experience in global multi-site supply chain planning for Fortune 100 & 500 manufacturing companies.
Steven has built up a wealth of knowledge and expertise in retail consumable goods, chemical materials and medical device products.
He has also led numerous S&OP implementation and enhancement projects throughout his career. As the Director of Supply Chain
for Jarden Applied Materials, he currently oversees the S&OP, production planning, procurement, warehousing and logistics for
servicing big box retailers. Clients include Walmart, Lowe’s, Home Depot and more. In a senior supply chain role at Honeywell
Fluorine Products, he was accountable for all inventory planning elements, including the business’s S&OP processes for their chemical
plants, blending facilities and distribution centers across 7 countries. He led Fluorine Products to be Honeywell PMT’s first BU to
achieve a corporate audit of “Green” for S&OP tools and reporting.

Richard Herrin, CPF | Vice President Operations and Planning | BEAULIEU AMERICA
Richard is currently the Vice President of Operations and Planning at Beaulieu America. Prior to this, he worked as the Director
of Supply Chain Management for Axiall Corporation where his initial priorities included developing and implementing an S&OP
process that served the corporation and its customers. Additionally, he was responsible for implementing and aligning best practice
processes for sales, purchasing, transportation, customer service, finance, and production planning across the corporation’s vertically
integrated supply chain. Richard has more than 20 years of experience in implementing and managing S&OP and CPF&R processes
and technologies on a global scale. He has done so for companies spanning the agricultural, chemical, consumer packaged goods,
plastics, and building product markets. Richard holds a BA in Chemistry from Jacksonville University, a BS in Chemical Engineering
from the University of Florida, and an MBA from the University of North Carolina. He is a Certified Professional Forecaster (CPF), has
authored several articles in the Journal of Business Forecasting (JBF), and has served as a speaker and panelist for IBF conferences on
the topics of S&OP, Sales Forecast Management, Inventory Management, and Demand Management.

Aviel Hillman | Integrated Demand Manager | SAMSUNG ELECTRONICS AMERICA

Aviel is the Integrated Demand Manager at Samsung Business where he is implementing the S&OP process for IT and mobile
products. Prior to Samsung, Aviel was a management consultant with Deloitte’s Supply Chain Advisory practice for 5 years where
he developed a passion for helping clients work cross-functionally to improve forecast accuracy and resolve supply chain operational
challenges. He completed an MBA at Loyola University in Maryland and enjoys being an active participant at Institute of Business
Forecasting & Planning (IBF) national and chapter events.

Grant Hoffman, CPF | Vice President of Supply Chain | MOTOROLA MOBILITY

Grant Hoffman is a 17 year veteran of supply chain with experience in consumer packaged goods (CPG), automotive, and consumer
electronics. He currently is the VP of Business Operations at Motorola Mobility a Google company. His responsibilities at Motorola
Mobility include demand planning, purchasing, materials management, Sales & Operations Planning (S&OP), CPFR, inventory, &
supply planning. Prior to joining Motorola he worked at Continental AG and Del Monte Foods. He holds an undergraduate degree in
business and an MBA from Northern Illinois University. He is a member of the Institute of Business Forecasting (IBF) Board of Advisors,
and has served as a keynote speaker & panelist for IBF Executive Forums and conferences.

David M. Hovey | Sr. Manager–Supply and Inventory Planning | HOSTESS BRANDS, LLC
David is an ascending business leader with a broad background ranging from Operations Planning, Production and Distribution
Network Optimization, Inventory Management and Planning, Demand and New Item Planning, Supplier Planning and Relationship
Management, and even Finance/Accounting. David is currently at Hostess Brands, coming on board 6 weeks after the startup of
the new company. He has been integral in the Centralization of Production Planning and Scheduling, converting the Supply Chain
Model from a DSD model to Warehouse Direct, and establishing critical processes to plan the business including Demand Planning,
Inventory/Replenishment Planning, Distribution Capacity Planning, Production Capacity Planning and the appropriate tools and KPI’s
to manage a fast-paced Supply Chain with 40+ inventory turns per year and 98.5% fill rates.

#IBF1
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Travis Hoy, CPF | Senior Global Supply Chain Manager | BOSTON SCIENTIFIC
Travis Hoy is a Senior Global Supply Chain Manager at Boston Scientific. At Boston Scientific, Travis has developed a track record
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: ibf.org/1610.cfm

of leading successful planning efforts for many of the most strategic product launches in his division; both big and small. Travis
effectively implemented the Forecasting function into his division when ownership moved from Finance to Global Supply Chain.
From his successes in both Forecasting and Launch Planning, he was asked to lead the effort to develop both the Forecast Center of
Excellence and Launch Planning Center of Excellence that has been implemented enterprise wide. He has held multiple management
positions across supply chain in the retail, agricultural and medical device industries . Travis has a BA in Organizational Development
and is currently an MBA candidate, he resides in Minnesota where he earned his PhD in Shoveling Snow.

Eric Kapinos, CPF | Senior, WW Merchandise Planning | MICROSOFT STORE

David Kloostra, CPF | Demand Manager | GLOBAL SUPPLY, MALLINCKRODT PHARMACEUTICALS

David has been an active Demand Manager for multiple global firms across various industries. He currently works as the Demand
Manager for Mallinckrodt Pharmaceuticals, one of the largest providers of pain management solutions in the world. He is also an
adjunct Faculty at FontBonne University in St. Louis, has earned a Bachelor of Science from Iowa State University and an MBA from
Webster University. David is an also IBF Certified Professional Forecaster (CPF).

Reinaldo J. Landaeta | Regional Head of Supply Network Operations Latam | EMD SERONO, INC
Reinaldo is a Senior Executive with over 20 years of experience in strategic, logistic and financial processes in the Pharmaceutical, Oil,
IT and Telecommunications industries. He boasts a wealth of knowledge in effectively and efficiently managing projects, resources
and staff in complex environments. With solid experience in Supply Chain strategy and Logistic Operations, Reinaldo has a strong
understanding of demand and supply planning activities and has a successful track record of applying S&OP concepts for accurate
forecasts. He has expertise in inventory management and control through financial and logistic KPIs, and is a leading example of how
to harness client and supplier relationships to build robust forecasts. In addition to insight into corporate governance and regulatory
compliance for the Pharma sector, Reinaldo delivers strategic plans and control of sales, production and investment budgets to the
EMD Serono Board of Directors. He has extensive experience across Latin America and possesses a unique ability to lead individuals
and teams in delivering corporate strategy and targets.

Mark Lawless | Senior Consultant | INSTITUTE OF BUSINESS FORECASTING & PLANNING

Mark is a Senior Consultant for the Institute of Business Forecasting & Planning, IBF, and has extensive experience in the field. He
has held planning, forecasting, and financial management positions in the automotive, business systems, hospitality/ foodservice,
consumer goods, financial services, publishing, and other industries. He has published numerous articles in the IBF’s Journal of
Business Forecasting, as well as served as an editorial advisor to the publication. Mark has made a variety of presentations to
practitioners, served as IBF’s Keynote speaker, and has moderated IBF programs, including its Executive Forum geared towards Senior
Executives. He has participated in the development of the IBF’s Certification Program and has provided on-site training for companies
such as Sanford Brands, America Online (AOL), Bombardier, Wyeth Healthcare Products, Tyco Healthcare, Gap Inc., Gerber/ Nestle,
Cadbury, Rolls Royce, SC Johnson, Micron Technologies, Johnson & Johnson, Cummins and more. Mark has dedicated most of his
professional career to business forecasting and planning and holds an undergraduate degree in Economics, and graduate degrees
in Economics, Finance, and Accounting.

Carlos Londono | Vice President, Global Supply Chain | O-I

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

Jeff Marthins, CPF | Director of Supply Chain Operations | TASTY BAKING COMPANY/FLOWER FOODS
Jeff Marthins is no stranger to the Institute of Business Forecasting & Planning, IBF as he is a regular workshop leader at conferences
and IBF training programs. Jeff is an IBF Certified Professional Forecaster (CPF) since 2006. He joined Tastykake in 1985 and has
worked in all facets of manufacturing and planning. His current role is Director of Supply Chain Operations and oversees the
Demand Planning Department. Jeff led the production module of a SAP and other software implementations at the company. His
background includes many years of manufacturing, which has provided him with a solid platform for the creation and development
of the Demand Planning Department. Even though Jeff oversees many facets of the Supply Chain Operation, he still has a passion
for Demand Planning and Forecasting.

Eric D. Miller | VP, Sales & Marketing | MILLER WELDING & MACHINE CO.
Eric D. Miller is the Vice President of Sales and Marketing at Miller Welding & Machine Co. (MWM). MWM is a contract manufacturer
of metal fabrications founded in 1963. While its initial roots were in steel mill repair and refurbishing services, MWM has developed
into a contract manufacturer providing fabrication, welding, machining, painting and mechanical assembly services to world leading
original equipment manufacturers. Mr. Miller is responsible for sales, materials and technology departments at MWM and is a
member of the strategic planning team. Eric has a degree in Computer Science Engineering from Lehigh University.

#IBF1
16
Alan L. Milliken, CPF | Senior Manager, Supply Chain Capability Development | BASF
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: ibf.org/1610.cfm

Mr. Milliken is a Senior Manager on the Supply Chain Capability Development Team at BASF, the world’s leading chemical company.
Prior to accepting this global assignment, Alan was Manager of Business Process Education at BASF Corporation in North America.
Before that he was Business Process Consultant at BASF, where he supported several business re-engineering projects, three major
acquisitions; in addition, he received the Chairman’s GOLD award for his work on a major acquisition. Alan has been an APICS
instructor since 1995. Before becoming a consultant and educator, Mr. Milliken worked at major plant sites for 22 years including
assignments in Production, Logistics-SCM, Process Control, Quality Control, Operator Training, Industrial Engineering and Scheduling.
He served as one of the original Subject Matter Experts (SME) that created APICS Certified Supply Chain Professional (CSCP) and the
IBF’s Certified Professional Forecaster (CPF) programs. In 2010, he served as a SME to update both the MRP and ECO courses for the
APICS CPIM program. He has been published in many magazines and several textbooks. Alan is a 2013 recipient of IBF’s Excellence
in Business Forecasting & Planning award. He holds a BS Degree in Industrial Engineering from Auburn University and an MBA in
management from Clemson University.

Jeffrey Olive | Director, Global Commercial Forecasting | MERCK & CO., INC.
Jeff is the Director of Global Commercial Forecasting for Oncology at Merck. He is responsible for the global forecast platform
used just prior to and after the introduction of new products. Jeff has extensive experience in pharmaceutical product forecasting.
His forecasting experience includes high and low volume in-line products, new products, and analytics. Jeff’s diverse background
includes positions in market research, analytics, and manufacturing. He also has a B.S. in Chemical Engineering and an MBA.

Sara Park | Vice President, Planning and Logistics | COCA-COLA

Sara Park runs the Sales & Operations Planning process for the largest Coca-Cola bottler in the world. She also leads and facilitates
the innovation launch process, portfolio optimization efforts, and shelf space strategy and planning. Sara has extensive experience in
establishing and evolving the S&OP process across multiple organizations; as such, she has deep knowledge in integrated business
planning and within the areas of collaborative forecasting and demand and supply planning. Prior to Coca-Cola, she held executive-
level positions at Georgia-Pacific, Evergreen Packaging, and H.J. Heinz. Sara is a results-driven leader with a track record of delivering
sustained results in an ever-changing environment. Sara has a BA from the University of California at Los Angeles and an MBA from
Case Western Reserve University. She has published in the Journal of Business Forecasting and speaks at conferences covering the
S&OP Process Foundations and Best Practices. Sara currently serves on IBF’s Board of Advisors.

Fazlur Rahman | S&OP Planning–Demand COE | KRAFT HEINZ FOOD COMPANY

Fazlur Rahman is responsible for S&OP and Demand Planning at Kraft Heinz Food Company in its Pittsburgh Headquarters. He is
currently responsible for the $6 billion plus Grocery business unit’s statistical forecast, and helps lead Heinz’s Forecasting Center of
Excellence (COE). Previously, he was responsible for the statistical forecast of all legacy Heinz retail brands with sales of $500 million.
For these brands he improved MAPE by 32%. Fazlur has broad experience of SAP Advanced Planning and Optimization (APO) system
integration and has led the demand planning team in baseline forecast generation. He came to Heinz with expertise in marketing
and sourcing and purchasing, allowing him to place S&OP as a cross-departmental strategic tool. He successfully leverages COE
group’s expertise in statistical forecasting and demand planning to support the S&OP organization. Fazlur has an MBA degree from
Duquesne University and is currently pursuing certification in Production and Inventory Management

Dr. Steven Reagan | Computational Modeling Manager | L&L PRODUCTS, INC.

Dr. Steve Reagan currently leads the Computational Modeling group of L&L Products, a Romeo, MI based custom chemical
compounding company serving the transportation (automotive, aerospace, commercial vehicle) and consumer products sectors. With
a global technical, sales and manufacturing footprint, L&L Products provides custom material research, development, manufacturing
and product design for sealing, acoustic and structural solutions for some of the world’s largest manufacturers. Steve received
his doctorate from The University of Virginia in Computational Mechanics in 2002 and has since been employed by Ford Motor
Company in their Scientific Research Laboratory and, more recently, with L&L Products. Some of his research and modeling interests
include use of high performance computing for the numerical modeling of nontraditional problems/processes, statistical design
exploration, nonlinear transient modeling, time series analysis, cost forecasting and price optimization for various engineering and
business challenges.

Denise Sakson | Director of Forecasting | DISCOUNT TIRE

Rene Saroukhanoff, CPF | Senior Director Global Merchandise Planning Reporting and Analytics | LEVI’S
ReneSaroukhanoff is the Senior Director of Merchandise Planning Reporting &Analytics at Levi Strauss & Company. He is currently
responsible for buildingand executing all product-related reporting and analytical needs, includingspecial projects related to targeted
growth initiatives, inventory and sizingoptimization, and delivering advanced visualization capabilities. Rene has over15 years of
experience in the apparel industry in multiple leadership roles andfunctions. He has a degree in business from the University of
SouthernCalifornia and is an IBF Certified Professional Forecaster (CPF).

Greg Spira | IBP Category Lead | MONDELĒZ INTERNATIONAL

Greg is currently the North American IBP Lead for the Biscuits Category at Mondelēz International. Prior to this, he led the Demand
Management function at BlackBerry (globally). His varied background has endowed him with a wealth of interdisciplinary knowledge
gleaned from working in a range different industries and analytic roles. Greg is also a certified Public Accountant (Canada) with
experience in finance but was cherry picked by IT firms looking to harness his analytical insight and business acumen. With experience
in streamlining and updating IT systems, he also has advanced knowledge of programming and development, from both a coding
and implementation management standpoint. Transitioning to RIM (Blackberry) in 2009, Greg applied his skills to S&OP, combining
expert analytical insight with broader strategic planning. Greg also spent 3 years as lecturer of Finance and Accounting for MBA
courses at McMaster University.

#IBF1
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Michelle Stark | Vice President, Global Materials, Distribution, & SIOP | ALLEGION
Michelle is the Vice President, Global Materials, Distribution, and SIOP for Allegion. Michelle has more than 20 years of experience as
BUSINESS PLANNING FORECASTING & SO&P: BEST PRACTICES CONFERENCE | To Register, please call: +1.516.504.7576 or visit: change link to: ibf.org/1610.cfm

an operations and supply chain leader. Prior roles include working at Ingersoll Rand for more than 16 years in various roles (Quality,
Materials Management, and SIOP) of increasing responsibility. Prior to Ingersoll Rand, Michelle worked in the Automotive Industry
for Federal Mogul. She graduated from the University of Georgia with a BBA and has an MBA from Regis University. She continues
to maintain her APICS CPIM certification.

Sylvia Starnes, CPF | Senior Demand Collaboration Manager | CONTINENTAL TIRE

Sylvia Starnes serves as the Senior Demand Collaboration Manager at Continental Tire. She holds a B.A. in Business Adminisliation
from Monlieat College and is certified in Production and Inventory Management (CPIM) and Certificated Supply Chain Profession
(CSCP) by APICS, and is an IBF Certified Professional Forecaster (CPF). Sylvia has 20 years of experience with Supply Chain and CPFR.

Ximena Stawsky | Head of Andean Cluster & Demand Planning Latam | MERCK & CO., INC.
As Head of Regional Demand Planning Latam, a key responsibility for Ximena is ensuring KPI adherence (Service, Cost, Inventory/
Cash, Write offs) and sales forecast accuracy achievements. She is also responsible for cascading Global Supply Chain strategies
down to the regional level and countries for demand related issues. Other activities include, ensuring continuous improvement to
reach operational excellence, as well as coaching and mentoring teams in Demand related topics. Her education includes Licienciada
en Administracion, Logistica, Recibida con Honores Cum Laude.

Mark Temkin | Sr. Director of Forecasting | HAIN CELESTIAL GROUP, INC.

Mark Temkin has over 20 years of management experience in demand planning, supply chain operations and business strategy in
the consumer products, high-tech and apparel industries. He currently manages the demand planning function for Hain Celestial’s
U.S. natural foods and personal care businesses. Prior to Hain, Mark worked in the high-tech sector both at Samsung Electronics
and Barnes & Noble’s Nook device division. He has developed expertise in reengineering demand planning functions, implementing
new systems and leveraging S&OP and CPFR processes to drive forecasting accuracy, service level improvements and inventory
optimization. He is an active member of IBF as panel expert, moderator and chapter event host. Mark has a BA in political science
from Johns Hopkins University and a MBA in Finance from NYU’s Stern School of Business.

Eric Wilson, CPF | Director of Demand Planning | BERRY PLASTICS

Eric Wilson is the Director of Demand Planning at Berry Plastics. Prior to this, he worked as the Director of Global Demand Planning
and S&OP with Tempur Sealy International, the world’s largest premium mattress manufacturer. Eric has exceptional abilities to align
end to end processes and develop collaboration. He has a rich career track and has excelled in numerous areas of supply chain.
He has an established record of significant improvement in developing demand forecasting & supply chain processes, improving
inventory turns while maintaining service, Demand Driven end to end collaboration, Championing S&OP and its implementations. He
is a member of the Institute of Business Forecasting (IBF) Board of Advisors, and has served as a speaker & panelist for IBF Executive
Forums and conferences. Eric has also published in the IBF’s Journal of Business Forecasting.

Jakob Wilson, CPIM | Strategic Sourcing Buyer | JARDEN APPLIED MATERIALS

Jakob boasts a diverse educational background with strong technical skills. He graduated from the University of South Carolina in
2013 with a triple major in Supply Chain, Finance and Entrepreneurship. Known as a “techie” to friends, he enjoys working with
computers and analytical software. A rising star in demand planning and S&OP, Jakob is gifted with an instinctive understanding
of business analysis and its importance in mitigating risk, delivering positive customer experiences and optimizing inventory. He
has always demonstrated an innate talent for statistics and quantitative analysis. During college, he worked with small businesses
creating tools in Excel for market research and financial planning. He currently applies this talent as a Strategic Sourcing Buyer and at
Jarden Applied Materials, having transitioned from a Jr. Buyer/Planner role. His current responsibilities include developing analytical
tools and reports to help drive KPIs and MRP planning improvements.

#IBF1
18
T U E S D AY | OCTOBER 25, 20 1 6

9:00 am – 5:00 pm 1-DAY FUNDAMENTALS OF DEMAND PLANNING & FORECASTING TUTORIAL (IBF MEMBERS ONLY– FREE)
MARK LAWLESS, Sr. Consultant | INSTITUTE OF BUSINESS FORECASTING & PLANNING (IBF)

5:00 pm – 7:00 pm EARLY LEADERSHIP FORUM REGISTRATION

WE DN E S D AY | OCTOBER 2 6 , 2 0 1 6

8:00 am – 8:00 pm IBF’S LEADERSHIP BUSINESS PLANNING & FORECASTING FORUM W/ VIP DINNER & RECEPTION
5:00 pm – 7:00 pm EARLY CONFERENCE REGISTRATION
T H U RS DAY | OCTOBER 27, 2 0 1 6

7:00 am – 8:00 am REGISTRATION & VISIT WITH EXHIBITORS | BREAKFAST SPONSORED BY

WELCOME ADDRESS
8:00 am – 8:15 am
Anish Jain, Managing Director | INSTITUTE OF BUSINESS FORECASTING & PLANNING (IBF)
8:15 am – 8:55 am IBF’S BUSINESS FORECASTING & PLANNING AWARDS RECOGNITION CEREMONY
ESSENTIAL NEXT-LEVEL VANGUARD
9:00 am – 9:55 am 1 Creating Successful Financial Forecasts, Engaging 2 Integrating New Product Planning into the 3 Building the Foundations of Product Life-Cycle
All Functional Areas, and Building a Demand S&OP Process Management and S&OP
Management Organization Alan L. Milliken, CPF Patrick Bower, Senior Director, Corporate Planning &
Joe Eschenbrenner, CPF, Head of Demand Planning Senior Manager – Supply Chain Capability Development Customer Service
PUMA GROUP BASF COMBE INC.
10:00 am – 10:55 am 4 Is Communication More Important Than Accuracy in 5 Optimal Planning & Execution for New Product 6 Machine Learning for Beginners:
Demand Planning? Launches A Case Study at Burger King Restaurants
John Gallucci, Senior Director of Planning Travis Hoy, CPF Arya Eskamani, Senior Analyst, Predictive Analytics
PINNACLE FOODS GROUP Senior Global Supply Chain Manager / Data Science
BOSTON SCIENTIFIC RESTAURANT SERVICES INC.
10:55 am – 11:10 am MORNING BREAK | VISIT WITH EXHIBITORS
11:10 am – 12:05 pm 7 Six Sigma and Demand Planning Best Practices 8 Leveraging S&OP for Enhanced Logistics Planning & 9 eCommerce and Omni-Channel Demand
to Enhance Forecasting and Direct Customer Execution to Support End-to-End Supply Chain Success Planning: Finding Clarity in the Blurred Lines
Collaboration Sara Park, Group Director, Sales & Operations Planning (S&OP) of Doing Business Today
David Kloostra, CPF Allison Cox Courtney Armstrong
Demand Manager | Global Supply Sr. Manager- Scenario Planning & Project Management AVP Demand Planning Lancôme
MALLINCKRODT PHARMACEUTICALS COCA-COLA L’ORÉAL

12:05 pm– 12:45 pm LUNCH SPONSORED BY

12:45 pm – 1:25 pm KEYNOTE SPEAKER

From Forecasting Analyst to President of Speedo: A Remarkable Journey | Richard Hansen, President | SPEEDO
1:25 pm – 1:55 pm VISIT WITH EXHIBITORS
1:55 pm – 2:50 pm 10 Building Blocks to Demand Planning Success 11 The Twinkies Story: Forecasting for Iconic Products that 12 The Future Of Demand Planning
with CPFR Rose from the Ashes PART 3: Business Efficiency Planning
Mark Temkin, Sr. Director of Forecasting David M. Hovey, Senior Manager–Supply Planning Eric Wilson, CPF, Director Demand Planning
HAIN CELESTIAL GROUP, INC. HOSTESS BRANDS BERRY PLASTICS
2:55 pm – 3:50 pm 13 Communication Excellence through S&OP to 14 Managing Assumptions - the Building Blocks of Your 15 Fact or Fiction? Marketing Assumptions Are
Marry Sales, Marketing and Supply Chain in a Demand Plan Attainable for New Product Planning
B2B Environment Greg Spira, IBP Category Lead Jeffrey Olive
Aviel Hillman, Integrated Demand Manager MONDELĒZ Director, Global Commercial Forecasting
Susan Becker, Senior Director, US Retail Sales MERCK & CO., INC.
SAMSUNG ELECTRONICS AMERICA
3:50 pm – 4:05 pm AFTERNOON BREAK | VISIT WITH EXHIBITORS
4:05 pm – 5:05 pm ROUND ROBIN ROUNDTABLE DISCUSSIONS
5:15 pm – 6:15 pm IBF COCKTAIL RECEPTION SPONSORED BY

FRIDAY | OCTOBER 28, 201 6

7:00 am – 8:00 am MORNING REFRESHMENTS | VISIT WITH EXHIBITORS

8:00 am – 8:55 am 16 The Tech Investment Conundrum: When Should 17 Applying Forecast Value Added (FVA) at Tastykake 18 eCommerce and Multi-Channel Forecasting:
Advanced Tech Be Introduced to Your S&OP? Jeff Marthins, CPF, Director, Supply Chain The Giants are Coming
Steven Hainey, CPF, CPSM, CPIM, C.P.M. TASTYKAKE/ FLOWERS FOODS Sylvia Starnes, CPF
Director of Supply Chain Michael Gilliland, Marketing Manager - Forecasting Senior Demand Collaboration Manager
Jakob Wilson, CPIM, Strategic Sourcing Buyer SAS INSTITUTE CONTINENTAL TIRE
JARDEN APPLIED MATERIALS Denise Sakson, Director of Forecasting
DISCOUNT TIRE
9:00 am – 9:55 am 19 How Levi Strauss & Company Use Size Forecasting, 20 Big Bite, Big Gulp, Big Changes in the Supply Chain to 21 From Chaos to Profit: Leveraging Analytics
Optimized Allocation and Visual Analytics Meet Customer Demand Tools for Increased Manufacturing Profitability
Rene Saroukhanoff, CPF Dean Burkett, Director, Demand Planning Dr. Steven Reagan
Senior Director of Merchandise Planning Reporting & Analytics 7-ELEVEN Computational Modeling Manager
LEVI’S L&L PRODUCTS, INC.
Manik Aryapadi, Senior Manager, Retail
A.T. KEARNEY
9:55 am – 10:10 am MORNING BREAK | VISIT WITH EXHIBITORS
10:10 am – 11:05 am 22 Successful Sales & Operations Planning at Miller 23 “Octopus System”: How Honda Service Side Builds 24 Succeeding in Global Omni-Channel
Welding & Machine Effective Forecasting Teams Forecasting & Planning at Microsoft Store
John E. Boyer, Jr., President Mark Bar, CPF Eric Kapinos, CPF
J. E. BOYER COMPANY, INC. Forecasting Manager, HNA MQ Innovation Division Senior, WW Merchandise Planning
Eric D. Miller, VP, Sales & Marketing HONDA MICROSOFT STORE
MILLER WELDING & MACHINE CO.
11:10 am – 12:05 pm 25 The Vizio Success Story: Harnessing the Power 26 The New Wave: Achieving Total Collaboration with 27 Leveraging COE for Analytics-Driven
of Sales and Ops Planning Integrated Business Planning Demand Planning
Terry Fearn, Senior Business Analyst Ximena Stawsky Fazlur Rahman
VIZIO Head of Andean Cluster & Demand Planning Latam S&OP Planning – Demand COE
MERCK KGAA KRAFT HEINZ FOOD COMPANY
Reinaldo J. Landaeta
Regional Head of Supply Network Operations Latam
EMD SERONO, INC.
12:10 pm – 12:25 pm CLOSING REMARKS

1:30 pm – 5:30 pm IBF GOLF OUTING SPONSORED BY | BUS LEAVES AT 12:45PM SHARP

CONFE REN CE CON CL U D E S

SATURDAY | OCTOBER 29, 2016 | EXAM DAY 8:30AM – 4:30PM | IBF CERTIFICATION EXAMS | CPF & ACPF GOOD LUCK!
BUSINESS EARLY BIRD SILVER PACKAGE
ONLY $1499 (USD)

PLANNING
WHEN YOU REGISTER BEFORE
SEPT 28, 2016!
IBF MEMBERS RECEIVE AN ADDITIONAL $100 OFF!

FORECASTING FREE GOLF

WITH YOUR CONFERENCE REGISTRATION

& S&OP CONFERENCE NETWORKING

ALL LEVELS WELCOME!
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LEADERSHIP FORUM | October 26, 2016 ✔ ✔ ✔ ✔ ✔ ✔

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