S&OP InnovationIntegrated Supply & Demand - True Collaboration

September 12 & 13, 2013Seaport World Trade Center, Boston, MA

Confirmed Speakers

Speakers

• Director, Global Supply Chain, Halliburton• Director, Demand Management, Abbott • Chief Procurement Officer, Dunkin' Brands• VP, Supply Chain, Furmano Foods • Director, Demand Planning, Novartis• Director, SCM, Art.com• VP, Supply Chain, Bauer Sports • Global Head, S&OP Excellence, Novartis• Vice President, NA Supply Chain, Storck • VP, Supply Chain Sustainability, Citi• Vice President, Supply Chain, Velcera • Director, S&OP, Solo Cup Company • Director, Logistics, Philosophy

• Director, Supply Chain, C-E Minerals• Director, Global Distribution, BlackBerry• Director, Supply Chain, Energizer• VP, Supply Chain, Parts Authority• Senior Vice President, Supply Chain, Haier • Account Manager, Infor• Principal, Oliver Wight• Senior Demand Planner, Partylite• VP, Sales, Anaplan• Director, IT, Bemis Associates• VP, Operations, Enterasys• President & CEO, GAINSystems• Snr Director, Customer Mgt, Steelwedge

Past Delegates include• Director, Global Supply Chain - Newell Rubbermaid• Director, Supply Chain - Stanley Black & Decker• Director, S&OP - The Clorox Company• Senior Director - Novartis• Director, Supply Chain - Coca-Cola• Director, Supply Chain - Starbucks

Who Will You Meet There is no question that IE. provides the gold standard events in the industry and will connect you with decision makers within the analytics industry. You will be meeting senior level execut ives from major corporations and innovative small to medium size companies.

Job Title Of Attendees

President/Principal

SVP/VP

C-Level

Snr. Director/Director

Global Head/ Head

Snr. Manager/Manager

Academic (1%)

78%

1000+ Employees300-999 Employees50-299 EmployeesLess than 49 Employees

Company Size Of Attendees

8%

11%

25%56% 81%Attendees are

companies with at least 300

employees

3%

21%

12%

42%

13%

8%

Attendees are at Director level or above

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The 5th annual and critically acclaimed S&OP Innovation Summit provides a platform for leading professionals to discuss, engage and question the processes that are fundamental for operational planning and an efficient supply chain. 

Understanding current challenges will allow S&OP professionals to excel in their role. To gauge the level of insight and the depth of presentations that the S&OP Innovation Summit provides, have a look at the speaker information and abstracts below. 

About The Summit

Confirmed Speakers

Peggy Sharp has 15 years of Semiconductor Experience in from Business Management to Supply Chain Operations. She joined Marvell in 2001 and has served in many key positions, most recently as Director of NPI Supply Chain Operations. She manages >$1B Supply Chain Process, and lead transforming and building an exceptional NPI organization. Her responsibility includes global New Product Introduction activities and production ramp roadmap and schedule. Through strong interpersonal, communication abilities, and cultural alignment, Peggy develops solid professional relationships with key Tier 1 foundries and assembly, test suppliers as key interface, and decision maker for Supply Chain as well as Operations. Mrs. Sharp holds a B.A. in Economics from National Taiwan University, and MBA from University of Hawaii.

A Winning Formula for New Product Introduction

To gain market share from competitors and ramp new products with the best time to market, the supply chain has played a significant role in recent years.  Fluid Conditions in today’s dynamic business markets demands a nimble supply chain that can utilize collaboration, co-existence with competitions, and leverage resources to drive new product introduction, evaluation, qualification and ramp. Driving a better cost structure is a critical factor for Operations to go from a good to a great organization. This presentation will highlight the key tactics and metrics to drive the strategic planning for a Billion Dollars venture.

Peggy SharpSenior Director, Supply Chain ManagementMarvell Semiconductor

Martin Stermensky is Director of Global Demand Management and New Products Introduction at Establ ished Pharmaceuticals Divis ion of Abbott L a b o r a t o r i e s . H e h a s 1 7 y e a r s e x p e r i e n c e i n pharmaceutical and healthcare industry, both in Commercial and Operations roles at the Affiliates, Regional and Global levels. He was implementing S&OP in several Abbott organizations, mainly in Europe, Russia and Middle East. He is currently based in Basel, Switzerland and responsible for Global S&OP Process and S&OP implementation at all Affiliates and Regions worldwide. Also leading Global New Products Introduction Process that is key driver of company growth. Leads various improvement activities at Abbott in the area of S&OP, demand management and new products introduction.

Martin StermenskyDirector, Global Demand Management Abbott

Seven Rules To Maintain Strong S&OP During Major Organizational Change

The Established Pharmaceuticals Division of Abbott Laboratories, a leading global health care company, went through 3 significant organizational changes in the last 3 years, including major acquisition, establishing a new division and a company split. This represented a significant challenge for our S&OP process, in terms of systems, people and process itself. The company not only succeeded to manage the transition of S&OP into a new environment and new organization very quickly, but the recent S&OP performance indicators demonstrate that the process became even stronger. What are the key lessons learned from these changes and what are the 7 rules Abbott applied to make the S&OP transition a success?

Confirmed Speakers

Arnaud Deshais is currently the Director of Supply Chain Management for Art.com in Emeryville, California. He has almost 20 years of global supply chain experience including Production Planning, Forecasting,S&OP, Purchasing, Partner Management, Logistics and Distribution, Vendor Managed Inventory and Consignment for a wide range of industries such as Electronics, Aerospace, Medical Devices, Biotechnologies and E-business Retail. Mr Deshais was a Consultant Manager for CapGemini Ernst and Young Supply Chain Practice for 4 years.Mr Deshais holds an MBA from Clemson University and is CPIM (Certified in Production and Inventory Management), CIRM (Certified in Integrated Resource Management), CSCP (Certified Supply Chain Professional), C.P.M. (Certified Purchasing Manager) and is a CPSM® (Certified Professional in Supply Management®).

Scenario Planning Based S&OP and Strategic Decision

This session will be focused on the use of the S&OP process and tools to utilize “what if” scenarios to make Strategic Decisions at the Executive level. The Scenario Planning based S&OP enables supply, demand and inventory analysis using real time simulation models. The session will focus on principles on collecting and organizing the data through the use of business cases such as: product launches, sales growth and cannibalization, redeployment/ outsourcing of a manufacturing facility, capacity and warehouse expansion, distribution network improvements etc. Attendees will learn how to navigate through uncertainty and sense, respond and adapt to constantly changing environments.

Arnaud DeshaisDirector, Supply Chain ManagementArt.com

Todd Stillwell is currently Vice President – Supply Chain for Storck US, a US subsidiary of a German-based confectionary company.   In his current capacity, Todd is responsible for logistics, procurement, planning, customer service, contract operations and institutional sales for Storck’s North American business unit.  Prior to his current assignment, Todd held executive Supply Chain roles at Wrigley, Otis Spunkmeyer and Haagen-Dazs.  Additionally, Todd served in strategic planning, sales operations, finance and information systems roles.   Todd has a BS Degree in Accounting/Information Systems from the University of Illinois and a Master’s Degree in Operations Management from DePaul University.

S&OP Start of Something Great

Sales and Operations Planning is an integrated process.  As with any process, you are only as good as your process components.  How do you nail the "S" portion of S&OP in your organization?  This session will explore steps to build a demand planning process that reflects your organization and its capabilities.   We will learn the keys to fostering  collaboration between functions, aligning on deliverables and metrics and ensuring continuous improvement in Sales Planning.   We will finish with a couple of demand planning case studies to give you the start you need for an effective S&OP process.

Todd StillwellVice President, Supply ChainStorck

Planned, designed and led international supply chain and operations that supported benchmark cost and productivity performance in North and South America, Asia and Europe. In an age of increasing customer demands for ever higher service levels, expanded supply chain management far beyond its origins as a cost management tool to become a critical resource for ensuring high level operational productivity.

Jan Chen BlaagardSenior Director, SCM AmericasNovozymes

Novozymes Journey to Integrated Business Planning

Novozymes is Biotech Company and the world’s biggest producer of industrial enzymes with revenue of $2B, steady 6-7 growth year over year and present in 30 different industries.   Novozymes have a well-established traditional S&OP process which supports growth, ensures high service level to our customers with reasonable binding of working capital and cost.  The traditional S&OP leaves a number of challenges unsolved which can be achieved with Integrated Business Planning. The presentation focuses on Novozymes journey to Integrated Business Planning and the benefits achieved in that connection.

Confirmed Speakers

Jim Day is currently Vice President of Supply Chain for Bauer Performance Sports at the Company’s global headquarters in Exeter, NH.  Mr. Day has 25 years of global supply chain experience, including production planning, demand forecasting, S&OP evolution, purchasing, vested partnerships, manufacturing, quality, logistics and distribution, customs compliance, global trade and government relations. Jim’s expertise were developed across a wide range of industries, such as building materials, food, pharmaceuticals, medical devices, biotechnologies, safety products and sporting goods.  Mr. Day is a U.S. Navy veteran, holds an MBA from Bentley University and Certification in Supply Chain Strategy from MIT Sloan School of Management.

S&OP Evolution

This session will be focused on the evolution process within established companies to ensure the S&OP effort is effective, efficient and meeting the needs of the organization, from the Front Lines to Middle Management to the Executive Level. Cultural changes are often hard to achieve, yet growing businesses and industry leaders alike must be able to objectively assess their current position to ensure they can see they are on the right path. S&OP is the cornerstone to effective assessment of where we are, what bumps are in the road and how we may avoid them to maximize success. The session will focus on the RACI approach (Responsible, Accountable, Consulted and Informed) to gain consensus in building a S&OP new methodology. Attendees will learn the “Do’s and Don’ts” of effective change leadership in the S&OP process.

Jim DayVice President, Supply Chain PerformanceBauer Performance Sports

Highly skilled supply chain executive with extensive experience in improving supply chain and getting results for Fortune 500 companies such as ConAgra Foods, Unilever Foods, American Standard, Novartis consumer health. Experience includes turning around the business with improved S & OP process at American Standard and Novartis, leading corporate teams for innovative supply chain improvements at ConAgra Foods, reducing inventory requirements at Unilever foods and consulting as supply chain expert in four industry verticals (consumer products, high tech, retail, and automotive). Expert in business process analysis and identifying cost saving opportunities. Published author – wrote several research articles for top journals. Strong technical background in supply chain planning systems and optimization engines.

Consensus Forecasting Process at Novartis

Most of the businesses who follow S&OP process develops a consensus forecast. ‘One Number” forecast is fundamental to the concept of S&OP. It is also a standard practise for each function to develop functional forecast and then meet in a cross function meeting to reach a consensus. At Novartis we found that each function generating a forecast and then arguing their case in consensus forecasting meeting is very inefficient. Secondly, having developed a functional forecast also leads to the function using their forecast in making many of their functional decisions. To address these drawbacks, at Novartis OTC we developed a new approach.

Sudhir Mallya & Jay NearnbergVice President, Supply ChainNovartis

Erez van Ham has over 13 years of experience in strategy, planning, finance, and negotiation.   He has worked in the Insurance, Banking, TV, and technology industry, in Canada, Japan, and Singapore.   He is currently the Director of Strategy and Planning for Global Distribution at BlackBerry.   He has established a planning process and rhythm, worked on country and regional strategies, and helped plan for and execute large scale global deals.

Erez Van HamDirector, Global DistributionBlackBerry

Keeping Focused on Your Plan, In Good Times and In Bad

Over the past 3 years BlackBerry has seen exponential growth and decline—and sometimes both based on the region being looked at.  This growth and decline has come with its share of challenges and frustrations.   One of the biggest challenges has been ensuring that there is a focus on solid planning and execution.   This session will offer some suggestions on keeping focused, efficient, and effective in a fast changing international environment.

Confirmed Speakers

Chris is a highly accomplished and experienced senior sustainability executive with a record of achievement, innovation and success in the field of climate change and supply chain sustainability. Currently, he is Vice President and Program Manager for Supply Chain Sustainability at Citi, in charge of the design, development and deployment of a multi-faceted sustainable supply chain strategy including qualitative and quantitative supplier scorecards and environmental preferable purchasing guidelines. Prior to joining Citi, he led a number of consulting engagements as Director of PULSE, a boutique consulting firm focusing on environmental and social impact projects.

Supply Chain Sustainability

This session will highlight how to create a long-term sustainable supply chain, with focused category and subcategory strategies, that is resilient, secure and resource efficient.  How to minimize risk in the supply chain and ensure compliance to all environmental and social internal and external regulations. Leverage your company’s spend and relationships to create short and mid-term cost savings and avoidance opportunities utilizing environmental, social and governance (ESG) metrics. In doing so, how to build a leading and innovative procurement organization that works in partnership with stakeholders, clients and suppliers to create a world class sustainable supply chain.  We will discuss case studies and current examples in the process.

Chris DavisVice President, Supply Chain Sustainability Citi Group

David Morris is the VP of Supply & Business Development for The Parts Authority, one of the nation's largest privately owned auto parts distribution companies.   Dave manages and leads the supply and procurement teams within a very competitive auto parts industry.   Throughout multiple warehouse locations The Parts Authority operates at all levels of supply and distribution including Retail, Wholesale, Installer, and Internet fulfillment.   Dave has over 18 years in the auto parts industry including executive levels at private and publicly traded companies with an emphasis on international manufacturing, distribution, and supply.

Managing Multi Step Distribution

This presentation will be based on the complexities of converting a traditional 5 step supply chain distribution organization to multi-step from B2C B2B and B2F. I would speak of how to manage all three and the technologies needed to excel at each. Parts Authority is one of the nationals largest on-line fulfillment companies in the USA within the automotive sector. We still operate our traditional 5 step and 3 step distribution business and have grown all categories over the past 40 years. The main subject would be to teach companies how to survive in the 2 or 3 step market place our country is becoming.I would speak on how our company operates 50 - 5 step locations and also manages to keep a full working 3 step distribution and a B2F system while maintaining the same logistics and Supply chain methodologies.

David MorrisVice President, Supply ChainParts Authority

Ed Goetting is the Director of Sales & Operations Planning at Solo Cup Company (now part of Dart Container). Ed has been leading Solo’s S&OP process for two and a half years and since the acquisition has been focused on adapting the process to meet Dart’s management priorities and the challenges of integrating the two companies. Ed has 17 years experience in Supply Chain, Procurement, and Systems Implementation. He has worked with companies across different industries in both consulting and corporate roles, with a focus on cross-functional collaboration, process improvement, and data integration.

Ed GoettingDirector, S&OPSolo Cup Company

Adapting S&OP to Fit Management Objectives

Through private equity ownership, acquisition by a private, family-owned company, and the integration of two unique organizations, Ed Goetting has managed Solo Cup/Dart Container’s S&OP process through a number of changing priorities.  He discusses the challenges they faced and how they adapted the process to continue meeting company objectives.

Confirmed Speakers

David A. Goddard, a principal with Oliver Wight Americas, has comprehensive global operational supply chain experience in a variety of environments within industries such as oil and gas, pharmaceuticals, electronics, heavy machinery, forest products, and consumer products, coaching managers and executives to lead their companies to Class A certification. He brings to clients a wealth of domestic and international success impacting the entire supply chain – from Integrated Business Planning through execution. 

Implementation Process for IBP

David Goddard of Oliver Wight and Mark Ericsson of Bemis Worldwide (project leader for their recent IBP implementation) will be speaking on the Implementation process for IBP.  This joint presentation will cover a proven path approach to implementation as well as key learnings of a local company. The learnings will include key early wins (product and Demand Management) as well as challenges with monthly routine and data demands of the process.

David GoddardPrincipalOliver Wight

Adam is a senior demand planner with PartyLite in Plymouth, MA. He is responsible for maintaining the integrity of the existing forecasting and inventory planning data within the Logility software. He creates valuable report outs for cross functional usage, enabling meaningful analysis and decision making for all departments within the organization. He is also responsible for the creation and maintenance of the North American catalog demand forecast while managing key demand activities throughout the calendar year.

PartyLite’s Roadmap to S&OP Success

Established in 1973 and owned by Blyth since 1990, PartyLite worldwide sells scented and unscented candles, bath products, and decorative accessories for the home through more than 68,000 independent consultants in about a dozen markets worldwide, including Australia, Canada, Germany, Mexico, the UK, and the US. With PartyLite’s complex supply chain, Logility Voyager So lut ions has he lped dr ive forecast accuracy improvements and manage accuracy down to the item level, and to validate their S&OP plans on an ongoing basis.

Adam DuhamelSenior Demand Planner Partylite

I was hired by Procter & Gamble in 1978, as a Process Engineer in the company’s flagship paper plant in Mehoopany, Pennsylvania. I was then promoted to the first global director role as head of Global Strategic Planning for Feminine Care and Adult Incontinence. In 2000, I was promoted to Vice President Product Supply for Global Healthcare and returned to the US HQ.  This was a diverse business unit that included Pharmaceuticals, OTC products, Pet Food, Oral Care and the Pure water filter unit.     I am now enjoying the next phase of my career as the EVP of the Kraft Integrated Supply Chain since August, 2012.   The change has been eye opening, very motivating and inspirational for me.

Robert GorskiExecutive Vice President, Supply ChainKraft Foods

Kraft’s Cultural Transformation

Organizations are continuously striving to deliver a breakthrough in results through restructuring, lean productivity, changing the leaders, downsizing, new work processes, benchmarking, etc. What many do not internalize is that sustainable breakthroughs require a Cultural Transformation consisting of 6 elements.  I plan to share an Organizational Performance (OP) model highlighting these elements and bring them to life by sharing how Kraft is applying this approach to the implementation of S&OP at Kraft. I will be sharing examples of the “Come From” and “Go To” Vision that is being taken across a number of work processes across the Integrated Supply Chain (ISC).   The 1st step was to create the ISC which has been accomplished over the past 12 months. The next 3 years is executing our Cultural Transformation and I will discuss how this is being accomplished.

Confirmed Speakers

Sam Sottile is a Supply Chain Specialist at Infor. With over 25 years in the software industry, he has helped more than 150 companies select and implement enterprise solutions. Over the last 15 years, Mr. Sottile has focused on Supply Chain Planning, including Forecasting, Supply Chain Optimization, and Scheduling. As a member of Infor's Supply Chain Solution Board, he played a significant role in the introduction of the Sales & Operations Planning solution. Mr. Sottile is also a Team Leader in Infor’s Industry Strategy Teams for Food and Beverage as well as Chemicals and Life Sciences.

Implementation Process for IBP

Robust communication is key to develop a successful S&OP strategy. S&OP, by definition, transcends multiple departments and the supporting technology traditionally focused on the numbers, while the process and the collaboration component was often ignored. Infor introduces Social S&OP, a new way of facilitating the communication in your S&OP process. It’s S&OP at social speed, providing for notes, suggestions, risks and assumptions, all captured in an auditable manner and shared across relevant participants to create a truly collaborative S&OP process.

Sam SottileAccount ManagerInfor

R. Todd Morley is the Director of Global Logistics for philosophy® with responsibilities for all inbound, outbound, transportation, and kitting operations.   Todd’s main focus has been built around adapting cultural needs to fit a company’s business model.  Recently, his focus has been on establishing processes using a temporary work force to ensure seasonal demand commitments are met without loss of quality.  Todd is a degreed industrial engineer from the University of Tennessee.   His background includes 3 years as a teacher, 11 years in first tier automotive suppliers including plant manager role, and 5 years in big box/direct to consumer logistics. 

Effectively Partnering with Temporary Employee Agencies

Effectively partnering with Temporary Employee Agencies can positively affect your bottom line during peak seasons.  Learn how to have your “temp’s” efficiency and utilization up to speed in half the time.  Loss of productivity by using a temporary service to fill much need positions can be mitigated by a partnership in which both parties understand what it takes to fill the true requirements of each job.   Learn how to set up testing that will make your “temps” immediately more effective when they hit the shop floor.

Todd MorleyDirector, Global LogisticsPhilosophy

Based in Milford of CT, CK Leung is the Global Director of Supply Chain for the Wet Shave Products of Energizer Holding Inc. CK oversees the global supply chain of the Shaving business and is responsible for overall supply chain strategy development, process improvement and implementations of global ERP and Planning systems. CK also formulates and deploys inventory strategies covering raw materials, work in process (WIP) and finished goods around the globe. CK joined SWS in 1992. Before coming to the USA, CK had worked in number of locations like Hong Kong, Malaysia and Singapore. He had headed many functions such as Engineering, Quality, Operations and Supply Chain Management. 

Chi Kin Leung Director, Supply ChainEnergizer

Saving the S&OP!

The Wet Shave Product Group of Energizer has been running the Global Sales and Operations Planning (GS&OP) process for many years. While S&OP is one of the well recognized best practices, the survival of such process in an organization is not necessarily a given. The GS&OP in Wet Shave has gone through a lot of up’s and down’s in the past. Challenges came from data availabi l it ies, misalignments of business processes, skepticism on the value of S&OP as well as variation on readiness levels in different markets. This presentation is about how the team managed to overcome all obstacles and make GS&OP an integral part of their daily work to, most importantly, deliver expected business results.

CK Leung Director, Global Supply Chain Global Shaving Operations

Based in Milford of CT, CK Leung is the Global Director of Supply Chain for the Wet Shave Products of Energizer Holding Inc. CK oversees the global supply chain of the Shaving business and is responsible for overall supply chain strategy development, process improvement and implementations of global ERP and Planning systems. CK also formulates and deploys inventory strategies covering raw materials, work in process (WIP) and finished goods around the globe. CK joined SWS in 1992. Before coming to the USA, CK had worked in number of locations like Hong Kong, Malaysia and Singapore. He had headed many functions such as Engineering, Quality, Operations and Supply Chain Management. Between 2005 and 2007, CK led a global team to design and implement SAP and Manugistics around the world for the razor and blade business. After that, he was deeply involved in the system integration projects during the M&A exercises. CK’s current focus is, through collaborative efforts, to build an agile supply chain network which supports the corporate strategies and delivers excellent services to worldwide customers with minimum cost, quickest response time and lowest possible inventory. CK is a graduate of the Hong Kong Polytechnic University and holding a Master degree in Business Administration from the Durham University of UK. During his spare time, CK does Tai Chi and watches soccer.

The Information

For larger groups or special requests contact Jordan by calling +1 (415) 992 7918 or email jdunne@theiegroup.com * Team discounts are applicable at the point of registration only.

Ways to Register

Diamond Pass

$1995Access to all sessions, networking events, annual subscription to IE.

membership & Strategic Analysis Report

$1795Early Bird Price(before July 12)

Gold Pass

$1795Access to all sessions, networking events & annual subscription to IE. membership

$1595Early Bird Price(before July 12)

+1 (415) 992 7918 +1 323 446 7673 http://operations.theiegroup.com/sop-boston/registration

Group Discount Offers3 Silver Passes: $3300 ($1100 per attendee)5 Silver Passes: $4750 ($950 per attendee)3 Gold Passes: $4200 ($1400 per attendee)5 Gold Passes: $6250 ($1250 per attendee)3 Diamond Passes: $4800 ($1600 per attendee)5 Diamond Passes: $7250 ($1450 per attendee)

Registration Pricing

S&OP Innovation SummitDate: September 12 & 13, 2013Location: Boston, MassachusettsVenue: Seaport World Trade Center ( Accommodation Sold Out )

Extra Accommodation Available at Westin Copley Place 

Reservations: +1 800 937 8461 (quote IE Group) Online Reservation Link

Silver Pass

$1495Access to all sessions &

networking events

$1295Early Bird Price(before July 12)

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1. Delegate Information...

2. Pass Types...Early Bird Pass Options until July 5, 2013

Early Bird Silver: $1295 Attendees ____ Early Bird Gold: $1595 Attendees ____ Early Bird Diamond: $1795 Attendees ____

Regular Pass Options after July 5, 2013 Silver Pass: $1495 Attendees ____ Gold Pass: $1795 Attendees ____ Diamond Pass: $1995 Attendees ____

Group Discount Pass Options 3 Silver Passes $3300 ($1100 per attendee) 5 Silver Passes $4750 ($950 per attendee) 3 Gold Passes $4200 ($1400 per attendee) 5 Gold Passes $6250 ($1250 per attendee) 3 Diamond Passes $4800 ($1600 per attendee) 5 Diamond Passes $7250 ($1450 per attendee)

For larger groups or special requests contact Jordan Dunne by calling +1 (415) 992 7918 or email jdunne@theiegroup.com.Group passes only available when all participants register together.

Pass Descriptions:Silver Pass: Access to all sessions & networking eventsGold Pass: Access to all sessions, networking events & annual subscription to IE. membershipDiamond Pass: Access to all sessions, networking events, annual subscription to IE. membership & Strategic Analysis Report

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Prices are exclusive of VAT. Places are transferable without any charge to another Summit occurring within 12 months of the original purchase. Team discounts are applicable at the point of registration only. Any cancellations within a group registration will in turn incur an increase in registration fee for the remaining group participants. Cancellations before August 8, 2013 incur an administrative charge of 50%. If you cancel your registration after August 8, 2013 you will be charged the full fee. You must notify The Innovation Enterprise in writing of a cancellation, or you will be charged the full fee. The Innovation Enterprise reserve the right to make changes to the program without notice. NB: FULL PAYMENT MUST BE RECEIVED BEFORE THE EVENT.

Registration FormS&OP Innovation SummitSeptember 12 & 13, 2013 | Seaport World Trade Center | Boston, MAFor registration or more information on the program, please call Jordan on +1 (415) 992 7918, or fax this registration form to +1 (323) 446 7673

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Schedule

Networking Drinks 17.00 - 19.00

September 13

Session One 08.30 - 10.00

Coffee Break 10.00 - 10.30

Session Two 10.30 - 12.00

Lunch 12.00 - 13.30

Session Three 13.30 - 15.00

Coffee Break 15.00 - 15.30

Session Four 15.30 - 17.00

Day Two

September 12Day One 08.30

10.00

10.30

12.00

13.30

15.00

15.30

17.00

19.00

08.30

10.00

10.30

12.00

13.30

15.00

15.30

17.00

Session Five 08.30 - 10.00

Coffee Break 10.00 - 10.30

Session Six 10.30 - 12.00

Lunch 12.00 - 13.30

Session Seven 13.30 - 15.00

Coffee Break 15.00 - 15.30

Session Eight 15.30 - 17.00

Sponsors

For more information, please contact Giles at ggodwinbrown@theiegroup.com F TI L

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JanuarySales & Operations Planning Innovation SummitJanuary 30 & 31

Las Vegas

OctoberSales & Operations Planning Innovation SummitOctober 22 & 23

Shanghai

Sales & Operations Planning Innovation SummitOctober 29 & 30

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SeptemberSales & Operations Planning Innovation SummitSeptember 10 & 11

Boston

NovemberChief Supply Chain Officer & Inventory Optimization SummitNovember 5 & 6

Chicago

MayS&OP for Consumer Goods SummitMay 21 & 22

Chicago

AprilS&OP for High TechSummitApril 16 & 17

San Francisco

Integrated Business Planning Innovation SummitApril 23 & 24

London

MarchOutsourcing Innovation SummitMarch 12 & 13

Boston

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Attendee Invitation: Sean Foreman | sforeman@theiegroup.com | +1 415 692 5514

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