This article discusses the potential for implementing an S&OP (Sales and Operations Planning) process in service industries, as S&OP has traditionally been used primarily in manufacturing. The author outlines the key components and benefits of a typical S&OP process used in manufacturing. While some service organizations have forecasting and planning processes, few are as sophisticated as a mature S&OP process. The article explores possible reasons why S&OP has not been widely adopted in service industries, such as a lack of awareness of S&OP or a perception that it only applies to manufacturing. The author argues that with modification, the core concepts of S&OP could provide benefits to integrated planning in the service sector.
S&OP Framework and Case Study (PlayStation) Presented at the Business Forecasting and Predictive Intelligence Summit. San Francisco October 17th -18th 2013
A summary of tested principles I composed on improving forecast accuracy for a more reliable and efficient supply chain operation. These tips can be useful for Demand Managers and forecasters especially in a market involving wholesalers and distributors.
Operations: Top Reasons for Long Lead Times and What to Do About ThemApril Bright
Long lead times remain one of the most vocalized challenges that orthopedic manufacturers face today. Customers, profits, plans and personnel are all negatively impacted by them. James Kwan has worked on the OEM and the supplier sides of orthopedics, and shared his ideas and successful experiences to help you optimally respond to lead times, reduce them and ultimately create and sustain an agile supply chain.
A case study on how to improve forecast accuracy by incorporating market or business intelligence into statisitical forecasting and know whether it improves forecast accuracy or not.
S&OP Framework and Case Study (PlayStation) Presented at the Business Forecasting and Predictive Intelligence Summit. San Francisco October 17th -18th 2013
A summary of tested principles I composed on improving forecast accuracy for a more reliable and efficient supply chain operation. These tips can be useful for Demand Managers and forecasters especially in a market involving wholesalers and distributors.
Operations: Top Reasons for Long Lead Times and What to Do About ThemApril Bright
Long lead times remain one of the most vocalized challenges that orthopedic manufacturers face today. Customers, profits, plans and personnel are all negatively impacted by them. James Kwan has worked on the OEM and the supplier sides of orthopedics, and shared his ideas and successful experiences to help you optimally respond to lead times, reduce them and ultimately create and sustain an agile supply chain.
A case study on how to improve forecast accuracy by incorporating market or business intelligence into statisitical forecasting and know whether it improves forecast accuracy or not.
Agility is critical to overcome the challenges of a traditional S&OP process. Learn more from our recommendations to manage, anticipate and synchronize supply and demands
Using Key Metrics to Supercharge Your Demand Management and S&OP ProcessSteelwedge
Forecast accuracy is the single most important metric for demand planning, and quite possibly for the entire sales and operations planning (S&OP) process. If you start with an accurate forecast, the rest of the process is a lot easier. Improvements in forecast accuracy have a cascade effect, leading to reductions in inventory, improvements in customer service/reductions in stock outs, and eventually to increases in gross revenues and/or margins. But do you really understand forecast accuracy, and how to properly leverage it for results?
In this webinar, we will focus on explaining the foundations of forecast accuracy metrics:
How to measure forecast accuracy
Selecting the most meaningful offset or lag period
Units vs. revenue
Aggregation levels
Time buckets: Weeks, months or quarters
Impacts to functional groups: Sales, Marketing, Demand Planning
Strategies for transparent and effective tracking for improved results
Enabling Best-Practice Demand Management and S&OP with Advanced Technology
Featured Presenter:
Doug Dedman, Vice President, Global Services, Steelwedge Software
Are you taking full advantage of all your demand signals? The sheer velocity of change – in business complexity, global volatility and available data – makes the prospect of managing regional and global planning a more elusive mission. Powerful demand planning can take you from a reactive to a proactive mode and turbo-charge your S&OP process.
In this webinar, you will learn how next-generation technology has enabled companies to more accurately forecast what their businesses will require.
Join us to learn more about how the right demand management approach and platform can enable you to:
Understand and grasp each demand type
Ensure accountability to the demand plan
Benefit from statistical forecasting where it makes sense while maintaining flexibility to use other forecasting methods
Collaborate internally and with customers when it makes sense
Achieve real-time visibility and synergy across all channels
To learn more about Steelwedge's Advanced S&OP Technology please visit: http://www.steelwedge.com/solutions/
GitaCloud SAP IBP for Inventory Webinar May 25th 2018Ashutosh Bansal
This slide deck was used during the webinar jointly hosted by GitaCloud, SAP, and Demand Driven Institute on 25th May, 2018. It focuses on SAP Integrated Business Planning IBP for Inventory 1805 application capabilities.
The content includes:
1. IBP for Inventory Overview from Beatrice Hulde (IBP for Inventory Solution Owner, SAP)
2. Demand Driven MRP Overview from Chad Smith (Co-Partner, Demand Driven Institute)
3. Detailed showcase of SAP IBP for Inventory across MEIO and DDMRP approaches from Ashutosh Bansal (President & CEO, GitaCloud)
SAP IBP for Inventory can improve revenue and margin through a reduction in stock-outs related lost sales, reduction in expedite costs & inventory carrying costs, and help you run a more efficient business by right sizing inventories to release working capital. Interested in evaluating SAP IBP for your business? You can reach out to GitaCloud team at connect@gitacloud.com.
If you would like to ramp-up on IBP on your own, access learning.gitacloud.com for SAP IBP Digital Learning content.
Visit www.gitacloud.com to learn more about GitaCloud.
This presentation provides an overview of how global supply chains, particularly across the manufacturing sector have been impacted by disruptions over the years. From Earthquakes, flooding and limited export of rare earth materials from China, companies are having to redesign their supply chains and B2B infrastructures to build extra resilience against future disruption. Updated May 2014
Demand Driven MRP Case Studies by Erik Bush CEO, Demand Driven Technologies.
Presented at the 37th annual SAPICS conference and exhibition for supply chain professionals at Sun City Hotel and Resort, South Africa on 1 June 2015.
Integrated Direct Procurement Made Easier with SAP and SAP Ariba SolutionsSAP Ariba
Many organizations continue to look for ways to improve direct materials procurement. Transforming direct procurement requires new capabilities for supply chain visibility, real-time collaboration, and advance sourcing. Join Deloitte for a discussion on how to deliver those capabilities through an integrated approach that leverages SAP Ariba solutions and other SAP offerings.
S&OP is a monthly global process to balance supply and demand, bringing all business operational plans into one integrated plan. All activities is based on a common Forecast data set. The ultimate target for S&OP therefore is to balance Supply and Demand.
Page 7 of 30Business Plan for a Startup BusinessThe business p.docxbunyansaturnina
Page 7 of 30Business Plan for a Startup Business
The business plan consists of a narrative and several financial worksheets. The narrative template is the body of the business plan. It contains more than 150 questions divided into several sections. Work through the sections in any order that you want, except for the Executive Summary, which should be done last. Skip any questions that do not apply to your type of business. When you are finished writing your first draft, you’ll have a collection of small essays on the various topics of the business plan. Then you’ll want to edit them into a smooth-flowing narrative.
The real value of creating a business plan is not in having the finished product in hand; rather, the value lies in the process of researching and thinking about your business in a systematic way. The act of planning helps you to think things through thoroughly, study and research if you are not sure of the facts, and look at your ideas critically. It takes time now, but avoids costly, perhaps disastrous, mistakes later.
This business plan is a generic model suitable for all types of businesses. However, you should modify it to suit your particular circumstances. Before you begin, review the section titled Refining the Plan, found at the end. It suggests emphasizing certain areas depending upon your type of business (manufacturing, retail, service, etc.). It also has tips for fine-tuning your plan to make an effective presentation to investors or bankers. If this is why you’re creating your plan, pay particular attention to your writing style. You will be judged by the quality and appearance of your work as well as by your ideas.
It typically takes several weeks to complete a good plan. Most of that time is spent in research and re-thinking your ideas and assumptions. But then, that’s the value of the process. So make time to do the job properly.Those who do never regret the effort.And finally, be sure to keep detailed notes on your sources of information and on the assumptions underlying your financial data.
Business PlanLaMeka Wright-Potter, Julius Potter, & Audrey Wright
Cate’s TLB LLC
Street Address
1515 Overton Crossing
Memphis, Tennessee 38120
800-210-1200
800-210-0200
[email protected]
Table of Contents
I.Table of Contents3
II.Executive Summary4
III.General Company Description5
IV.Products and Services6
V.Marketing Plan7
VI.Operational Plan15
VII.Management and Organization19
VIII.Personal Financial Statement20
IX.Startup Expenses and Capitalization21
X.Financial Plan22
XI.Appendices25
XII.Refining he Plan26
Executive Summary
Write this section last.
We suggest that you make it two pages or fewer.
Include everything that you would cover in a five-minute interview.
Explain the fundamentals of the proposed business: What will your product be? Who will your customers be?Who are the owners? What do you think the future holds for your business and your industry?
Make it enthusiastic, professional, complete, and concise.
I.
Agility is critical to overcome the challenges of a traditional S&OP process. Learn more from our recommendations to manage, anticipate and synchronize supply and demands
Using Key Metrics to Supercharge Your Demand Management and S&OP ProcessSteelwedge
Forecast accuracy is the single most important metric for demand planning, and quite possibly for the entire sales and operations planning (S&OP) process. If you start with an accurate forecast, the rest of the process is a lot easier. Improvements in forecast accuracy have a cascade effect, leading to reductions in inventory, improvements in customer service/reductions in stock outs, and eventually to increases in gross revenues and/or margins. But do you really understand forecast accuracy, and how to properly leverage it for results?
In this webinar, we will focus on explaining the foundations of forecast accuracy metrics:
How to measure forecast accuracy
Selecting the most meaningful offset or lag period
Units vs. revenue
Aggregation levels
Time buckets: Weeks, months or quarters
Impacts to functional groups: Sales, Marketing, Demand Planning
Strategies for transparent and effective tracking for improved results
Enabling Best-Practice Demand Management and S&OP with Advanced Technology
Featured Presenter:
Doug Dedman, Vice President, Global Services, Steelwedge Software
Are you taking full advantage of all your demand signals? The sheer velocity of change – in business complexity, global volatility and available data – makes the prospect of managing regional and global planning a more elusive mission. Powerful demand planning can take you from a reactive to a proactive mode and turbo-charge your S&OP process.
In this webinar, you will learn how next-generation technology has enabled companies to more accurately forecast what their businesses will require.
Join us to learn more about how the right demand management approach and platform can enable you to:
Understand and grasp each demand type
Ensure accountability to the demand plan
Benefit from statistical forecasting where it makes sense while maintaining flexibility to use other forecasting methods
Collaborate internally and with customers when it makes sense
Achieve real-time visibility and synergy across all channels
To learn more about Steelwedge's Advanced S&OP Technology please visit: http://www.steelwedge.com/solutions/
GitaCloud SAP IBP for Inventory Webinar May 25th 2018Ashutosh Bansal
This slide deck was used during the webinar jointly hosted by GitaCloud, SAP, and Demand Driven Institute on 25th May, 2018. It focuses on SAP Integrated Business Planning IBP for Inventory 1805 application capabilities.
The content includes:
1. IBP for Inventory Overview from Beatrice Hulde (IBP for Inventory Solution Owner, SAP)
2. Demand Driven MRP Overview from Chad Smith (Co-Partner, Demand Driven Institute)
3. Detailed showcase of SAP IBP for Inventory across MEIO and DDMRP approaches from Ashutosh Bansal (President & CEO, GitaCloud)
SAP IBP for Inventory can improve revenue and margin through a reduction in stock-outs related lost sales, reduction in expedite costs & inventory carrying costs, and help you run a more efficient business by right sizing inventories to release working capital. Interested in evaluating SAP IBP for your business? You can reach out to GitaCloud team at connect@gitacloud.com.
If you would like to ramp-up on IBP on your own, access learning.gitacloud.com for SAP IBP Digital Learning content.
Visit www.gitacloud.com to learn more about GitaCloud.
This presentation provides an overview of how global supply chains, particularly across the manufacturing sector have been impacted by disruptions over the years. From Earthquakes, flooding and limited export of rare earth materials from China, companies are having to redesign their supply chains and B2B infrastructures to build extra resilience against future disruption. Updated May 2014
Demand Driven MRP Case Studies by Erik Bush CEO, Demand Driven Technologies.
Presented at the 37th annual SAPICS conference and exhibition for supply chain professionals at Sun City Hotel and Resort, South Africa on 1 June 2015.
Integrated Direct Procurement Made Easier with SAP and SAP Ariba SolutionsSAP Ariba
Many organizations continue to look for ways to improve direct materials procurement. Transforming direct procurement requires new capabilities for supply chain visibility, real-time collaboration, and advance sourcing. Join Deloitte for a discussion on how to deliver those capabilities through an integrated approach that leverages SAP Ariba solutions and other SAP offerings.
S&OP is a monthly global process to balance supply and demand, bringing all business operational plans into one integrated plan. All activities is based on a common Forecast data set. The ultimate target for S&OP therefore is to balance Supply and Demand.
Page 7 of 30Business Plan for a Startup BusinessThe business p.docxbunyansaturnina
Page 7 of 30Business Plan for a Startup Business
The business plan consists of a narrative and several financial worksheets. The narrative template is the body of the business plan. It contains more than 150 questions divided into several sections. Work through the sections in any order that you want, except for the Executive Summary, which should be done last. Skip any questions that do not apply to your type of business. When you are finished writing your first draft, you’ll have a collection of small essays on the various topics of the business plan. Then you’ll want to edit them into a smooth-flowing narrative.
The real value of creating a business plan is not in having the finished product in hand; rather, the value lies in the process of researching and thinking about your business in a systematic way. The act of planning helps you to think things through thoroughly, study and research if you are not sure of the facts, and look at your ideas critically. It takes time now, but avoids costly, perhaps disastrous, mistakes later.
This business plan is a generic model suitable for all types of businesses. However, you should modify it to suit your particular circumstances. Before you begin, review the section titled Refining the Plan, found at the end. It suggests emphasizing certain areas depending upon your type of business (manufacturing, retail, service, etc.). It also has tips for fine-tuning your plan to make an effective presentation to investors or bankers. If this is why you’re creating your plan, pay particular attention to your writing style. You will be judged by the quality and appearance of your work as well as by your ideas.
It typically takes several weeks to complete a good plan. Most of that time is spent in research and re-thinking your ideas and assumptions. But then, that’s the value of the process. So make time to do the job properly.Those who do never regret the effort.And finally, be sure to keep detailed notes on your sources of information and on the assumptions underlying your financial data.
Business PlanLaMeka Wright-Potter, Julius Potter, & Audrey Wright
Cate’s TLB LLC
Street Address
1515 Overton Crossing
Memphis, Tennessee 38120
800-210-1200
800-210-0200
[email protected]
Table of Contents
I.Table of Contents3
II.Executive Summary4
III.General Company Description5
IV.Products and Services6
V.Marketing Plan7
VI.Operational Plan15
VII.Management and Organization19
VIII.Personal Financial Statement20
IX.Startup Expenses and Capitalization21
X.Financial Plan22
XI.Appendices25
XII.Refining he Plan26
Executive Summary
Write this section last.
We suggest that you make it two pages or fewer.
Include everything that you would cover in a five-minute interview.
Explain the fundamentals of the proposed business: What will your product be? Who will your customers be?Who are the owners? What do you think the future holds for your business and your industry?
Make it enthusiastic, professional, complete, and concise.
I.
Stepping into a role which requires business finance knowledge? Here is a short guide offering advice, tools, and expertise that you will need to equip yourself with to be successful. Check out our Diploma in Business Finance for more.
Changing Behaviours For Better Performance GuideDotYou
A collection of presentation materials on a theme of Changing Behaviours for Better Performance, exhibited by GuideDotYou Change Solutions at Castleford Enterprise Show on 11th April 2014.
Includes content on Wakefield Business Programme and Me; Organisational Health Diagnostics; Better Financial Decision Making; Nine Reasons Businesses Fail; Business is a Career Option for Young People; Can You Support The National Enterprise Challenge?; Improving Your Sales; Change Management Isn't Easy - Here Are Some Things To Help
Recession...what recession? its all about strategic business planning. Find out more about how to thrive in the recession. Visit http://www.business-plan.co.za
Many of my friends from industry have asked for my opinion on the economic crisis and its impact on business. My answer to them is that the real problem is that companies simply do not internalise the proper actions to take in order to respond to such a situation.
And rarely is it more critical than in retail business strategy, and the far-reaching implications surrounding the phenomena often known as ‘wallet share’ or ‘share of wallet’.
‘Share of wallet’ is in essence an holistic term capturing the aspect of a retailer’s desire to understand and manage consumer spending, how much they have, and how frequent and recent this occurs. This clearly introduces the aspects of service, proposition, customer loyalty, and internal & external change as strategy components for serious consideration by the senior management team.
This paper seeks to explore these aspects of a Retail business strategy, giving insight and advice for a stronger business strategy in ‘Changing Times’.
The second Service Matters' Ideas Lab was more than just a conference for senior housing leaders. It provided an opportunity to create ideas and network with fellow innovators. Whether you were there for thought-provoking debate, workshops or discussions, the Service Matters' Ideas Lab provided the perfect platform to generate innovative solutions for your business.
Why Your Customer HealthScore is Useless and How to Overcome ItBoaz S. Maor
Customer Health Score (CHS) is a common and helpful metric for Customer Success Managers (CSM). But, it is insufficient to address opportunities and challenges with your customers. Why? Because it focuses on the vendor-customer relationship and fails to assess the maturity of the customer in running their business.
This is why Ralf Wiggten and I recently coined the term Customer Maturity Index (CMI) and developed a methodology for its calculation. Combining CMI with CHS provides the clarity needed for effective playbooks to maximize both the customer’s success and yours from the relationship.
This presentation explores the short-comings of common Customer Health Scores, provides the case for Customer Maturity Index, details a suggested methodology for CMI development within a company and provides practical tools for such development.
Bright Ideas-Strategies for Developing Championship FormKathryn Alexandrei
Using business process improvement strategies to overcome the challenges of the current economic climate.
PDCC members are invited to complete an online survey by going to:
http://www.surveymonkey.com/s.aspx?sm=xrxn2HpbhmM72RdQQJnClQ_3d_3d
Find out what your peers think.
This white paper will provide small-business owners with a clear understanding of what they should to do in order achieve sustainable growth in their business.
With growth slowing and cash getting tighter, now is the time to reduce the working capital tied up in receivables.
In the first of two China papers we focus on reducing trading risk and freeing up cash from receivables. In the second, we suggest that uncertainty can be exploited to grow market share and profitability.
Needs Assessment Justification for JoeJoe was stuck. He had b.docxvannagoforth
Needs Assessment: Justification for Joe
Joe was stuck. He had been hired because the turnover rate for employees was outrageous. Normally, they would see employees resign and others hired at an 8-10% rate per year. However, they were seeing this turnover rate per month. This was very costly for the company, so they did something unprecedented—they hired a consultant.
Joe had a great reputation for repairing training programs that weren’t working. He had 20+ years of experience in higher education and training. He was ideally suited for this project. It had been a month, and he was no closer to finding out what was going wrong with training than he was when he started. It was very frustrating to him, and he was concerned that he would be dismissed from the project. This company didn't need to throw more money at yet another training solution that didn’t work.
A bit of background about the company and the employees. The Aliant Company employed 5,000 customer service representatives in a small town in Kansas. They were a major employer for the town, third to the regional hospital and a new distribution center for storage goods that had been in business for less than a year. The town had been economically depressed for quite some time. However, thanks to a change in county leadership, employers and employees had been attracted to this part of Kansas due to the low cost of living, low crime, and a slower pace of life.
Before Joe gave up, he decided to give you a call. Although you are new to instructional design, he believed that you could help him. Your knowledge of needs assessment would surely be helpful. He called you on Monday and as soon as you could, you hopped a plane and took a car to smalltown Kansas.
To begin, you asked Joe if human resources had completed exit interviews. If so, would you have access to them? Next, could you interview employees who had completed training less than 30 days ago? Finally, could you interview trainers and managers who trained and managed these customer service representatives on a daily basis? You are in luck! This has already been done for you. You simply need to analyze the data.
#1. Before you begin your analysis: do you see anything about the company or the background that might impact the turnover rate?
You begin to review the comments from the representatives who left the company. These are not employees who were fired or demoted. The exit interviews were only those who had been with the company for more than 30 days and left of their own free will. You reviewed a representative 100 sample of exit interviews, and you noticed that demographic information was very diverse—much like the town demographics. You saw different races, ethnicities, ages, and genders. In fact, you didn’t see many commonalities except that they had left the company.
There were few complaints about the training provided for employees to do their jobs. Employees seemed to like their supervisors and the hours were flexi ...
GT Events and Program Guide is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
GT Events and Programs Guide December/January 2019
S&OP in Service
1. J o u r n a l o f
Business FOrecasting
SOP in the
Service Industry
By Patrick Bower
2 0 1 5 | s u m m e r V o l u m e 3 4 | I s s u e 2
292619 Supply-Neutral versus
Unconstrained Demand
By Larry Lapide
SOP:
OrganicValley’s Journey
By Beth Wells
Cleanse Your Historical
Shipment Data? Why?
By Charles W. Chase, Jr.
4
Institute of Business
Forecasting Planning
Institute of Business
Forecasting Planning
2. w/ Leadership Forum 1-Day Forecasting Planning Tutorial
business
Planning
Forecasting
B e s t P r a c t i c e s C o n f e r e n c e
tel: +1.516.504.7576 | email: info@ibf.org | web: ibf.org /1510.cfm
REUNION RESORT, A WYNDHAM GRAND RESORT | ORLANDO, FLORIDA USA | october 18–21, 2015
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3. testimonials
To view Table of conTenTs and purchase
Visit: www.ibf.org/FUNDAMENTALS.CFM
tel: +1.516.504.7576 | email: info@ibf.org | web: www.ibf.org/FUNDAMENTALS.CFM
testimonials
2nd Edition–2015
Michael Wachtel
Vice President
of Supply Chain
l’oreal
“Whether you are just getting
into the vocation or an executive
looking to take your Demand
Planning to the next level,
make sure to pick up this book
to ensure your organization is
heading in the right direction.”
Jay Nearnberg
Director, Global Demand
SOP Excellence
novarTis
consuMer healTh
“I would recommend the book
to any Demand Planning prac-
titioner as a practical way of
maintaining current know-
ledge in this rapidly changing
field.”
Curtis Brewer
Head of Forecasting–
Environmental
Science USA,
baYer cropscience
“This work is a great foundational
book for anyone working in the
Forecasting and Demand arena.”
Mark Covas
GroupDirector,PlanningCOE
coca-cola
coMpanY
“This is a ‘How to Book’ every
Forecaster and Planner should
have on their desk!”
Todd Gallant
Senior Director,
Timberland Operations
vf corporaTion
“ Leaders will find it perfect to
educate their teams, peers, and
management on critical busi-
ness processes that keep the
supply chain in motion. This
book will be a must read for
members of my team.”
10. LIVE ONLINE TRAINING:
DEMAND PLANNING
FORECASTING
PRESERVE CASH, ACHIEVE NEW PRODUCT FORECASTING SUCCESS, OPTIMIZE INVENTORY
SUPPLY CHAIN EFFICIENCY, IMPROVE CUSTOMER SERVICE, AND MORE
IBF’s training program is based on its body of knowledge
and over 30 years of fostering the growth of demand
planning, forecasting, SOP, analytics, and careers of those
in the field.
For further details or to register: Web: www.ibf.org/onlinetraining.cfm | Tel: +1.516.504.7576
Advantages of IBF’s Online Training:
· Benchmarks Best Practices: Get access to valuable benchmarking
data, as well as best practices that successful companies are using to win
in today’s challenging marketplace. Identify the gaps in regards to your
people, process, and technology, and learn what action plans are required
to correct them.
· Valuable Bonus Materials: Case studies, exercises, data-sets, templates,
and complete presentation slides.
· Save Money Unlock the Power of Your ERP / Demand Planning
Solution: Learn to leverage the power of your ERP for improved demand
planning forecasting. Most companies only utilize a small percentage of
their system’s capabilities.
· Certification Preparation: If you’re registered to take IBF’s Certified
Professional Forecaster (CPF) exams, this training program is a great way to
prepare. Plus, you have an opportunity to take our CPF Review Course as
part of the online education.
ONLINE EDUCATION
Online Education 1 | September 22, 2015
Fundamentals of Demand Planning Forecasting: 1-Day Workshop | 10:00am–4:00pm EST
Online Education 2 | September 24, 2015
An Introduction to Statistical Forecasting: 1-Day Hands-On Workshop | 10:00am–4:00pm EST
Online Education 3 | September 30, 2015
Collaborative Planning, POS Based New Product Forecasting: 1-Day Workshop | 10:00am–4:00pm EST
Online Education 4 | October 2, 2015
Sales Operations Planning: What, Why, How, Who, When: 1-Day Workshop | 10:00am–3:00pm EST
BONUS!** Online Education 5 | October 7, 2015
CPF Certification Review Course for Demand Planning Forecasting | 10:00am–4:00pm EST
REGISTRATION: $349 (USD) PER COURSE | $299 (USD) for IBF Members
$1199 (USD) FULL COURSE (1–4) 4 DAYS | $1099 (USD) for IBF Members
CPF Review Course (5), Only $100 (USD) more w/ FULL COURSE Registration | CPF Review Course Fee: $349 (USD)**
19. Demand Planning
Forecasting
Boot Camp
New York City USA | DECember 16 –18, 2015
CPF Exam Date | December 19, 2015
tel: +1.516.504.7576 | email: info@ibf.org | www.ibf.org /1512.cfm
Institute of Business
Forecasting Planning
“ This is a great use of money. This is my third
workshop with Dr. Keating, and it gets better every
year. I also continue to learn new things as I grow in
my company. New things I learn here take on new
meaning and become far more applicable.”
S. Grabhorn, Director of Mktg Sales /Product Forecasting
TUPPERWARE
“ I could not possibly offer any suggestions for
improvement. This was such a great workshop!”
T. Hatfield, Manager of Planning
TOYOTA
super Early Bird
Special!
$1199
* (USD)
WHEN YOU REGISTER
BY SEPT. 30TH
*IBF Members receive an additional $100 off
w/PredictiveAnalyticsandtheUseofBigDataWorkshop
Understanding Forecasting Software and Big Data From the Ground Up
26. tel: +1.516.504.7576 | email: info@ibf.org | web: ibf.org /1511.cfm
DoubleTree Hilton Amsterdam | Amsterdam Netherlands
Supply Chain
Forecasting
P l a n n i n g
Conference
SILVER
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only 1199 EUR |
$1299 (USD)
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1 8 – 2 0 N o v e m b e r 2 0 1 5 E U R O P E
w / 1 - D ay P l a n n i n g F o r e c a s t i n g A n a ly t i c s T u to r i a l
Institute of Business
Forecasting Planning
27. Green Valley Ranch Resort, Henderson Nevada USA
Business
Forecasting
Planning
Academy
( L a s V e g a s A r e a )
August17–18, 2015
• Achieve superior new product
launches and be confident
with your innovation plans
• Understand your planning/
forecasting software from the
ground up
• Manage big data and leverage
the full potential of demand
signals for better decision
making
• Significantly reduce inventory,
improve customer service, and
increase profitability
• Become demand-driven
learn how to perform
predictive business analytics
• Improve SOP build
credibility for your forecasts
• And much more!
SILVER
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only $1299(USD)
When you mention this ad
Register
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tel: +1.516.504.7576 | email: info@ibf.org | web: ibf.org /1508.cfm
Institute of Business
Forecasting Planning