STEVEN HAINEY, CPSM, CPIM, CPF, MCIPS, C.P.M., PROGRESSIVE SUPPLY CHAIN PROFESSIONAL | INTERNATIONAL SPEAKER ON IBP / S&OP / SIOP

Background

A little over fifteen years ago, working as the Master Scheduler at the Trubyte Division of Dentsply International, I was approached by the VP to rollout an S&OP process for the business unit.  The VP mentioned about reading an article on S&OP and felt it would be a beneficial endeavour to get alignment on planning for the division’s two production sites, five distribution centres, and one hundred thousand parts.  Being early in my supply chain career, I thought this should not be too bad to do. As the business’s system tech guru and naive about the requirements for a successful S&OP, I focused on building the different key performance indicator (KPI) tools for the VP’s objectives thinking they would the primary requirements for each of the meetings and everything else would fall into place.  Over the first few months, I quickly learned that it was much more than supplying reports and data. After this realization, I transitioned to working with the VP to focus more on the forward-looking cross-functional actions needed to achieve the organization’s top goals, getting functional leadership involvement from his team and having his support for holding individuals accountable for their deliverables. The S&OP processes eventually contributed to the division’s sales growth and all-time records for both customer service levels and inventory turns. With these achievements, I was nominated for Dentsply’s annual “Above & Beyond” award given to an individual that performed beyond the expectations of their role.

Topics

Opening day 1 of the summit with a Key Note Presentation – ‘GENERATING A COMPETITIVE ADVANTAGE THROUGH IBP, THE NEXT GENERATION OF S&OP’. With today’s market dynamics, the pace of technical innovation, and changing corporate structures, how can organizations attain internal and external alignment across functional areas, geographical regions, key customers, and suppliers to deliver its objectives? A key driver will be to move from the Sales and Operations Planning (S&OP) of decades ago to a more mature Integrated Business Planning (IBP) process. Is your company preparing for this movement or may it get displaced by this industry shift? Attendee major takeaways will include;

1. Review the different IBP/S&OP maturity stages for People, Process, and Technology
2. Complete an interactive smartphone survey benchmarking attendees’ IBP/S&OP maturity levels and other related topics
3. Gain knowledge on methods to progress your IBP/S&OP maturity to the next generation of collaboration & alignment

Joining the panel discussion for ‘S&OP SYNCHRONIZATION: PEOPLE, PROCESS AND TECHNOLOGY’ with an analysis of key areas;

• Understand how to provide clarity of culture, roles and responsibilities positively impacts the S&OP process

• Foster the ability to adopt a process to a diverse product line

• Unify the supply network around current and aftermarket activities

• Leverage new and emerging technologies to support these dynamic requirements

————————————————————————————————————————————————————————————————————————————-

For more information about Steven & the work he has been involved in follow him on LinkedIn

If you have a question to ask, contact him directly here [email protected]

Also check our upcoming events page.