S&OP for Consumer Goods - IE Group

IEG. Summits 

Gain Insight. Optimize Results. 

S&OP for Consumer Goods 

Integrated Supply Chain: Create True Collaboration 

Insightful decision making 

Sales & Operations Planning for CPG 

May 22 & 23, 2013 | Chicago | Illinois


the experts... 

There is no question that IE Group provides the gold standard summits in the industry and will connect you with 

decision makers within business forecasting & planning. You will be meeting senior level executives from major 

corporations and innovative small to medium size companies. 

Previous Speakers Include: 

• Director, Global Supply Chain, Milwaukee Tool 

• Director, Franchise Supply Chain, Johnson & Johnson 

• Director, Strategy & Planning, Research In Motion 

• Founder & CEO, Supply Chain Insights 

• Principal, Oliver Wight 

• Senior Business Consultant, Logility 

• Vice President, Sales & Operations, Kellogg’s 

• Vice President, Industry Strategy, JDA 

• S&OP Senior Analyst, Vans 

• CEO, McLaughlin 

• Director, Deloitte 

• Senior Manager, Deloitte 

• Specialist Leader, Deloitte 

• Director, Supply Chain Integration, Chamberlain 

• Executive Director, Purchasing & Logistics, NC 2 

• Director, Customer Logistics, Avery Dennison 

• CEO & Co-founder, Anaplan 

For more information, contact us at info@theiegroup.com 


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the content... 

- SVP, Sales, Optimum Nutrition 

- SVP, Supply Chain, Spinmaster 

- VP, Product Supply NW, Coca Cola 

- V,P Inventory MNGMT, Officemax 

- VP, Planning & Distribution, Sephora 

- VP, of Supply Chain, Tesco 

- Dir, Supply Chain, Newell Rubbermaid 

- Dir, Supply Chain, Black & Decker 

- Dir, Supply Chain Management, Danfoss 

- Supply Chain Strategy Director, VF Corp 

- SVP, Global Supply Chain, Lifetime Brands 


An effective sales and operations planning process is central to business success. In the modern 

business environment technological developments and the advances of globalization have 

created unparalleled opportunities for businesses to expand their markets. But new opportunity 

has opened the door to new challenges within the consumer package goods industry. 

This summit will focus on the solutions offered by innovative supply chain planning and 

business forecasting. It will comprise of learning objectives, illustrated intermittently with a 

number of exploratory case studies, to include: 

- Strategies to engage senior leadership in the S&OP process, as well as methods to facilitate this 

- Using the S&OP process as the vehicle to drive accountability for results for CPG companies 

- Learn how to optimize the role of S&OP in your consumer goods company 

- Operations, supply chain and forecasting - an approach to a repeatable S&OP cycle 

- The relationship between integrated business planning and S&OP within the CPG industry 

and much more.......... 

who will you meet?... 

Previous delegates (partial list): 


- SVP, CSCO, CPO, Facilities, McAfee 

- VP, Supply Chain, Barnes & Noble 

- Dir, Global SC & Strategy, Wrigley 

- Dir, Planning & Mngt, Yankee Candle 

- VP, Product Mngt, Young Living Oils 

- SVP, Ops & Supply Chain, Marietta Corp 

- Dir, Supply Chain Planning, Ghirardelli 

- VP, North America Supply Chain Ops, Nike 

- VP Supply Chain Strategy, Avon 

- VP, SCM, Royal Caribbean Cruises 

- Group Supply Chain Dir, Imperial Tobacco 

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the previous speakers... 

James Merwin, 

Director, Global Supply Chain, 

Milwaukee Tool 

Mark d’Agostino 

Director, Supply Chain Integration, 

Chamberlain Group 

Bob Cowdrick, 

Senior Business Consultant, 

Logility 

Richard Sherman, 

Director, Strategic Development, 

CSCMP 

Glenn Lawse, 

Director, Franchise Supply Chain, 

Johnson & Johnson 

Erez van Ham, 

Director, Strategy & Planning, 

Research In Motion 


Tom Phillips, 

Director, 

Deloitte 

Richard Dregne, 

VP, Sales & Operations Planning, 

Kellogg’s 

Ken Olsen, 

Specialist Leader, 

Deloitte 

Michael Effron, 

Principal, 

Oliver Wight 

Kash Muthuraman, 

Senior Manager, 

Deloitte 

Jim Moise, 

Executive Director, Purchasing & Logistics, 

NC 2 

Lora Cecere, 

Founder & CEO, 

Supply Chain Insights 

Danny Halim, 

VP, Industry Strategy, 

JDA 

Mike Dietrich, 

CEO 

McLaughlin 

Bob Lecinski, 

Director, Customer Logistics, 

Avery Dennison 

Guy Haddleton, 

CEO & Co-founder, 

Anaplan 

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the previous presentations... 

Lora Cecere, Founder & CEO, Supply Chain Insights 

What Does Good Look Like? 

Richard Dregne, Vice President, Sales & Operations Planning, Kellogg’s 



While many companies argue about the “right name” to use for their Sales and 

Operations Planning process, Lora Cecere, founder of Supply Chain Insights believes 

that the time is better spent focusing on goal, process and metric alignment. Join Lora as 

she shares her latest research on S&OP. Learn how the answers to three simple questions make a difference. 

Lora Cecere is the Founder of Supply Chain Insights. The research �rm Supply Chain Insights is paving new 

directions in building thought-leading supply chain research. She is also the author of enterprise software blog 

“Supply Chain Shaman. The blog focuses on the use of enterprise applications to drive supply chain excellence. 

Her book, Bricks Matter, will be published in August 2102. As an enterprise strategist, Lora focuses on the 

changing face of enterprise technologies. Her research is designed for the early adopter seeking �rst mover 

advantage. Current research topics include the digital consumer, supply chain sensing, demand shaping and revenue management, 

market-driven value networks, accelerating innovation through open design networks, the evolution of predictive analytics, emerging 

business intelligence solutions, and technologies to improve safe and secure product delivery. 

Interactive Panel Session 

Rich Dregne joined the Kellogg Company in 1985 and is currently Vice President of 

Sales & Operations Planning for Kellogg North America. Mr. Dregne began his 

career as an Industrial Engineer at Kellogg’s Battle Creek cereal plant. Over the past 

27 years he has held numerous leadership positions throughout Kellogg including roles in Industrial Engineering, 

North America Capacity Planning, and as Regional Manager Customer Service & Distribution - Midwest & South. 

In 2001 he was named to lead the Logistics Product Availability group with responsibility for production 

scheduling, deployment, and inventory management across the Kellogg North America Supply Chain network. In 

2005 he moved into the role leading the Transportation and Distribution group and was named VP Kellogg North 

America Logistics. In this role he had responsibility for all contracted freight and warehousing activities in the U.S., 

as well as Kellogg import & export functions for North America. 

Glenn Lawse, Director, Franchise Supply Chain, Johnson & Johnson 

The Myth of One Number 

Supply chain gurus have long proclaimed the virtue of aligning the company 

around “one number” – one forecast that seamlessly merges volume and mix. 

At J&J Consumer Products we have achieved strong performance and the necessary operational and �nancial 

alignment by actively managing the gap between volume and mix forecasts, without actually arriving at one 

number. We will discuss the theory and practice behind the processes that we use to achieve this alignment while 

accommodating forecasting at both the volume and mix levels, and describe the insights we are learning as we 

roll this out to our Consumer North America businesses. 

Glenn Lawse is a Franchise Supply Chain Director at Johnson & Johnson Consumer Products, managing $800MM 

in annual gross sales across a variety of consumer products. He has worked in supply chain and related �elds for over 10 years, with 

additional experience in process mapping & redesign, information technology, and multiple ERP implementations. 

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James Merwin, Director, Global Supply Chain, Milwaukee Electric Tool 

Balancing Operations with Business Opportunity 

Danny Halim, Vice President, Industry Strategy, JDA 



Recent years have seen our growth as high as 25%, in an industry that’s been basically 

%at. Traditional business units have seen rampant new product launches, along with 

entry into two new business units, altogether making planning a critical piece to 

success, but a point of contention when it comes to quantifying. The key is connecting 

the front end of the business to the back, creating visibility to disconnects, and taking ownership to drive resolution. 

James has spent the past 8 years in various S&OP leadership roles, first with the Kohler Company in the bathroom 

fixtures industry, and the last 4 with Milwaukee Electric Tool in the power tool industry. He is responsible for the 

forecasting, inventory management, and production scheduling. His career began as an auditor with Arthur 

Andersen and Deloitte & Touche. He holds a BS in Accounting from Marquette University and an MBA from Arizona State University. 

Leveraging Consumer Insights for Smarter Business Decisions 

Consumers are dynamic; changing their sentiments quicker than ever before. They 

are tied in to the media world of social networking, discussing the pros/cons of a 

wide variety of products. Yet, the corresponding business practices, processes and 

architecture of the supplying manufacturing companies fail to keep pace and in 

alignment with the wealth of information that is available from the point of the consumer. Join Danny Halim, VP of 

Industry Strategy, JDA Software, as he outlines the transformation taking place in the dynamics of partnership 

between manufacturers and retailers, spanning from a traditional collaborative model, to getting closer to 

consumer from a POS perspective, to the new frontier of leveraging big data and true consumer insights to drive 

intelligent business decisions spanning supply chain, marketing, assortment, promotions and S&OP. 

Danny Halim is vice president, industry strategies at JDA Software. He is responsible for developing strategic supply chain innovations for 

the consumer products industries. Prior to this role, Halim served as director of product management where he delivered innovative 

solutions in the areas of supply chain planning and optimization. Halim has also held several senior consulting positions in Manugistics 

and PricewaterhouseCoopers. 

Michael Effron, Principal, Oliver Wight 

The S&OP Process Your President Wants 

We’ve all heard that the business leadership “owns” the S&OP process and should 

be actively involved in the meetings, but often they are nowhere to be found. This 

session explores why your leaders do not participate in you S&OP meetings and how to reinvigorate your process so 

that they join and lead the meetings. We will start with an explanation of the how the executives see the world and 

what keeps them up at night. We will continue with how an S&OP process can address their needs and identify the 

essential elements your S&OP process must have to engage your leaders. We will conclude with examples of 

successful designs that you can use to revitalize your S&OP process and make it a key contributor to your company’s 

success. 

During his twenty years in industry, Michael has implemented Integrated Business Planning and Demand Management processes 

around the world for multiple Fortune 500 companies, both as a consultant and in roles which include Global Demand Manager, 

Supply Chain Manager, and Global Sales and Operations Director. He has also championed the effective use of system tools including 

SAP and Oracle to achieve integrated plans and drive one set of numbers. A Registered Professional Engineer, Michael started from 

the shop �oor improving manufacturing processes. He continues this hands-on approach, coaching individuals and guiding 

companies to Class A performance in all areas of supply chain planning and execution. 

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Mark d’Agostino, Director, Supply Chain Integration, Chamberlain 

Leaving the Pier: Launching S&OP From Ground Zero 



In a typical business environment, S&OP can be looked upon as a buearcratic 

entanglement (why do I need this meeting when I can just pick up the phone???). Thus an S&OP process must 

effectively mesh with the existing culture of the organization. Success requires two things: a clear baseline of 

requirements that the stakeholders agree on and the RIGHT metrics to measure the process and its impact on the 

organization. This session will look at laying down the basic principles for stakeholder alignment and focus on 

developing tailored metrics for the overall process. 

In his current role, Mark is responsible for the S&OP process at Chamberlain and the integration of performance metrics to 

assure cohesion of the company’s supply chain activities. Before his current role, Mark was responsible for developing B2B 

standards on an international basis, managed a global a standards process and facilitated the development of the Global Data Synchronization 

Network. Prior to that, Mark worked for Black & Decker Corporation in the areas of Supply Chain Management as well as Customer Operations. He 

has also worked 8 years in the automotive industry and 3 years in the consumer electronics industry. He holds a Bachelor of Science in Economics 

and Mechanical Engineering from Dartmouth College in New Hampshire and a Masters of Business Administration from Loyola College in Maryland. 

Mike Dietrich, CEO, McLaughlin 

Development of a NEWCO Organization: What Would 

You Do if You Could Start Your Company, Today? 

In spite of highly advanced, proven innovations in sales operations, finance, 

marketing and supply chain, most companies are only able to adopt fractions of what their leadership desires. Legacy 

systems, organizational structures and corporate-culture are often unable to enact change to the level necessary to create 

a measurable effect on financial performance: Simply stated, the trade-offs destroy the ROI. Starting with a ‘blank slate’ 

organization or NEWCO, the discussion will focus on the opportunity presented by a NEWCO to disrupt markets and then 

propose how it may be possible to use the concept of a NEWCO within existing corporations. 

With more than 17 years of progressive leadership responsibility within marketing, operations, supply chain, 

merchandising and finance, Mike’s passion to go beyond ‘best practices’ to create ‘next practices’ has consistently resulted in profitable 

growth through innovations in sales operations and marketing. His career includes executive leadership roles, including C-Level 

responsibilities, at leading multi-channel retail and B2B distributors. Mike’s expertise is in the development and implementation of ‘disruptive 

innovation,’ designed to propel companies ahead of the market. He is currently leading a project to create a NEWCO organization based on a 

disruptive innovation model he championed at the University of Michigan. 

Erez van Ham, Director, Strategy & Planning, Research In Motion 

Keeping Focused on Your Plan in a Fast Growth, International 

Environment 

In East Asia RIM has seen exponential growth over the past few years. In December of 2011, IDC 

forecasted that BlackBerry will grow twice as fast as the overall smartphone market over the next four years. BlackBerry is 

the #1 best-selling smartphone in Indonesia, Malaysia, The Philippines, Singapore, Thailand, and Vietnam. This growth has 

come with its share of challenges. RIM’s entrepreneurial culture combined with a growth in the size of the team in Asia has 

led to some challenges in communication, planning, coordination, and focus. This session will offer some suggestions on 

keeping focused, efficient, and effective in a fast changing, high growth environment. 

Erez van Ham has over 12 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 East Asia at Research In Motion, maker of the BlackBerry solution. In this role he has established a planning process and rhythm 

for his Business Unit, worked on country and regional strategies, and helped in the tremendous growth within the region. He works from home 

in Toronto, has an office at RIM’s head office in Waterloo, and another office in Singapore and Japan, where his team is based. 

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Guy Haddleton, CEO & Co-founder, Anaplan 

Bob Lecinski, Director Customer Logistics, Avery Dennison 

Organization That Works 

In today’s economic environment, innovation is essential for a company to grow and 

some might go so far as to say it is necessary for survival. So how do you take a 

great idea and get it to market? How about 300 of them? This session will look at how the Office and Consumer 

Products Group of Avery Dennison Corporation applied Sales and Operations Planning (S&OP) principles to 

introduce more than 300 products across multiple categories in the Martha Stewart Home Office with Avery 

product line sold exclusively at Staples. 

Robert T. Lecinski, Director of Customer Logistics at Avery Dennison Office and Consumer Products, is responsible 

for ensuring that supply chain logistics processes meet customer expectations and that strong collaborative 

relationships evolve with all customer partners. Based in Avery’s Chicago office, Bob brings his 20 years of experience synchronizing 

supply chains to ensure consistency of customer experience, forecast demand in support of balancing manufacturing resources, 

inventory and service, and deliver solutions to customers. Bob has previously held leadership positions at Valspar, ACCO Brands, 

JohnsonDiversey and the consulting �rm Plan4Demand. He holds a BBA from the University of Notre Dame and an MBA from DePaul 

University. When he is not thinking about improving value chains, he is either preparing for his next sprint triathlon or experimenting 

with new recipes. 

Bob Cowdrick, Senior Business Consultant, Logility 

Bob is an APICS certi�ed professional with nearly 25 years of experience in the supply chain industry. He is 

responsible for working with Logility customers on implementation as well as use of the Logility Voyager Solutions. 

Prior to joining the American Software and Logility teams, he worked with John Deere and Xerox. Bob holds a BS from the University of 

Maine and a Master of Science in Industrial Engineering from Purdue University. 



How Technology Innovation is Driving a New Paradigm for Planning & 

Performance 

Technology shifts are changing the expectations and requirements of enterprise business 

users. Cloud Computing, Instant Access, Collaboration, Social and Mobile is the new 

imperative for Enterprise software. Guy Haddleton, Founder and CEO of Anaplan, examines how the latest trends 

are driving a requirement for a new paradigm for performance management. Topics include: the new imperatives 

in Planning and Performance Management; Instant Access; Self service apps; Low IT footprint; Rapid time to value; 

Security; Innovations in business operating models, pricing and technology. 

Guy is Co-Founder & Chief Executive Officer of Anaplan, Inc. Anaplan brings breakthrough development and 

innovation together on a single technology platform in the cloud to enable high performance analytics, modeling, planning, 

forecasting, and reporting in an enormously powerful online architecture that’s capable of scaling to meet the needs of the world’s 

biggest organizations. Guy has 20 years experience in the Business Analytics Sector. He was the founder (1990), Chairman and Chief 

Executive Officer of Enterprise Performance Planning leader Adaytum. After expanding from market leader in the UK to Europe, the US 

and Asia Paci�c, Adaytum was sold to Cognos in 2003. 

Using Sales & Operations Planning to Improve Supply Chain Success 

Sales and operations planning (S&OP) provides a centralized framework for increased 

pro�tability and synchronized demand and supply across the entire supply chain 

network. Most refer to S&OP as the single most important tactic for managing 

pro�tability and risk in your business. Learn how successful S&OP processes have: 

Matched demand and supply to achieve a pro�table operational plan, Reduced manual efforts to support S&OP 

processes, Aligned �nancial, sales, procurement & marketing organization under the same vision, Improved 

forecast error rates, Created opportunities for demand shaping and collaboration with sales. 

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Demand Driven Supply Chain 

Companies today face many challenges in trying to manage demand from their 

customers and respond to the latest demand changes. Many companies have 

improved their supply chain planning processes, but that is not enough. 

Implementing demand driven supply chain capabilities is critical to effectively 

responding in a cost effective manner. A Demand Driven Supply Chain approach defines capabilities on both the demand 

and supply side to sense and respond to demand changes. Capabilities that incorporate the latest demand signals from 

your customers are an important first step to drive more responsive supply plans. Then improved supply chain flexibility is 

critical in responding to changes in demand. By implementing demand driven supply chain capabilities, companies have 

been able to drive improved supply chain performance. 

Tom Phillips, Director, Deloitte 



Tom is part of Deloitte Consulting’s Supply Chain Planning Practice leadership team. He has over 14 years of 

experience driving complex multi-functional, multi-geography supply chain transformations for consumer 

product manufacturers. His area of focus is end to end demand and supply planning. Tom also has 

experience driving inventory cost reduction / service improvement programs in all major areas of 

operations. 

Ken Olsen, Specialist Leader, Deloitte 

Ken is part of Deloitte Consulting’s Supply Chain Planning Practice leadership team. He has over 13 years of 

consulting experience assisting clients across industries transform their supply chains. His areas of expertise 

include sales & operations planning, demand planning, supply planning, inventory management, and 

manufacturing flexibility. 

Kash Muthuraman, Senior Manager, Deloitte 

Kash is part of Deloitte Consulting’s Supply Chain Planning Practice leadership team. Kash has over 10 years 

of experience and specializes in the areas of working capital reduction, integrated business planning, 

inventory management and manufacturing flexibility. Kash has assisted several CPG companies execute 

demand driven transformations and achieve step change improvements in service and inventory. 

Merchandise Planning Innovation Summit, June 21 & 22, Boston 

The Merchandise Planning Summit brings the leadership and innovators from the 

industry together for a summit acclaimed for its insight into the world of Merchandise 

Planning as well as Demand, Inventory & Allocation Planning. 

Speakers Include: VP, Wholesale Pricing, Perry Ellis 

Director, Supply Chain Finance, Wells Fargo 

VP, Global Merchandise Planning, BCBMAXAZRIA 

To attend contact Sean Foreman: +1 415 692 5514 or sforeman@theiegroup.com 

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Richard Sherman, Director, Strategic Development, CSCMP 

Synchronizing Your Supply Chain for Optimal Performance 



Traditional Supply Chain Management has been linear and focused on optimizing enterprise 

inventory performance versus channel inventory. Resolution of uncertainty and variation of 

inventory requirements has focused on integrated and collaborative planning initiatives with 

little attention to day to day operational decision making. Minimizing the bullwhip effect and 

truly optimizing inventory requires collaboration to synchronize the operational decisions that determine the 

actual inventory requirements, �ow, and optimal performance of multi-level supply chains. This session will 

explore the challenges and suggest new perspectives on managing pull/push boundaries, supply chain cycle 

times, and �nancial drivers of inventory variability across the supply network. 

Rich Sherman is an internationally recognized pundit on trends and issues across supply chain management. He is 

currently Director of Strategic Development for the Council of Supply Chain Management Professionals (CSCMP). As a research 

director, he successfully launched the supply chain advisory services for AMR Research and lead in the development the SCOR model 

and founding the Supply Chain Council and serving on its Board. Throughout his career, Mr. Sherman has held senior management 

positions with visionary technology �rms such as EXE, Syncra, and Numetrix, and marketing leading corporations such as Microsoft, 

IRI, Mercer Management Consulting, DEC, and Unisys serving clients globally. 

James Moise, Executive Director, Purchasing & Logistics, NC 2 

Synchronizing Your Supply Chain for Optimal Performance 

Launching and producing vehicles in Brasil presents many challenges given the custom 

regulations, barriers to entry, protectionist policies, the strong Real and port congestion. 

Additionally, the current booming market has caused capacity constraints for the local 

suppliers. This presentation will explore these challenges and the strategies and solutions NC2 

is employing to launch and run the business in a cost effective manner, maintaining supply to operations cost 

effectively while conserving work capital. 

James (Jim) Moise is currently the Executive Director of Purchasing and Logistics for NC2, a joint venture created by 

Navistar and Caterpillar to manufacture and sell trucks globally. Jim serves as a member of the management team, 

and is charged with maximizing global efficiencies in purchasing and logistics for both Navistar and Caterpillar truck 

operations outside of North America. Jim also serves on the Board of Directors for the NC2 Luxembourg companies. Jim has more than a 

decade of experience with Navistar prior to the formation of NC2, in roles including Purchasing, Program Management and Engineering 

Management. Prior to joining Navistar, Jim served in various engineering functions in the truck, automotive and aircraft industries. Jim 

graduated from the University of Kansas with two Bachelor of Science degrees in Architectural Engineering and Civil Engineering, and 

holds a Master of Management and Organizational Behavior degree from Benedictine University. 

S&OP Innovation Summit, June 28 & 29, Seattle 

We know that the theories underpinning current developments in sales & operations 

don't necessarily pan out in the real world, particularly when examined in a global 

context. Which is why we invite you to discuss your thoughts and feelings openly, and 

connect with like-minded people. The Sales & Operations Planning Summit is a prime 

opportunity for you to air your personal and business challenges. 

Speakers Include Sr. Director, Supply Chain Optimization, Philips 

Director, Telesales & Web Operations, T-Mobile 

Director, Supply Chain Operations, Microsoft 

To attend contact Sean Foreman: +1 415 692 5514 or sforeman@theiegroup.com 

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the schedule... 

May 23 

08.30 - 10.00 

10.00 - 10.30 

10.30 - 12.00 

12.00 - 13.30 

13.30 - 15.00 

15.00 - 15.30 

15.30 - 17.00 

17.00 - 19.00 

May 24 

08.30 - 10.00 

10.00 - 10.30 

10.30 - 12.00 

12.00 - 13.30 

13.30 - 15.00 

15.00 - 15.30 

15.30 - 17.00 

Day One 

Session One 

Coffee Break 

Session Two 

Lunch 

Session Three 

Coffee Break 

Session Four 

Networking Drinks 

Day Two 

Session One 

Coffee Break 

Session Two 

Lunch 

Session Three 

Coffee Break 

Session Four 

End of Summit 


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the information... 

Date: May 22 & 23, 2013 

Location: Chicago, Illinois 


S&OP Innovation for the Consumer Goods Industry 

Registration Pricing 

Early Bird Price (expires March 20, 2013): 

Silver Pass: $1295 

Gold Pass: $1595 

Diamond Pass: $1795 

Pass Descriptions: 

Silver Pass: Access to all sessions & networking events 

Gold Pass: Access to all sessions, networking events & annual subscription to IEG membership worth $800 

Diamond Pass: Access to all sessions, networking events, annual subscription to IEG membership & Strategic Analysis Report 

Group Discount Offers 

3 tickets: $3000 ($1000 per attendee) 

5 tickets: $4500 ($900 per attendee) 

For special opportunities for groups, contact us at info@theiegroup.com 

Three Ways to Register 

Phone +1 415 992 7605 

Fax +1 323 446 7673 

Website http://operations.theiegroup.com/sop-cpg/registration 


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Before May 20, 2013 only: 

Early Bird Silver Pass: $1295 

Early Bird Gold Pass: $1595 

Diamond Pass: $1795 

REGISTRATION FORM 

S&OP for CPG Industry Summit 

May 23 & 24, 2012 | Chicago | Illinois 

For registration or more information on the program please call Robert on +1 415 992 7605 or fax this 

registration form to +1 (323) 446 7673 

NAME OF EACH ATTENDEE 

TITLE OF EACH ATTENDEE 

COMPANY 

ADDRESS 

STATE/PROVINCE 

EMAIL OF EACH ATTENDEE 

Payment Options 

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Check (Make checks payable to The Innovation Enterprise Limited) 

DEPARTMENT 

INDUSTRY 

CITY 

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Visa Mastercard American Express Diners Club 

CARD NUMBER 

CARDHOLDERS NAME 

Early Bird Pricing Offer until March 20, 2013: 

EXPIRATION DATE 

Early Registration Silver Pass: $1295 Attendees _____________ 

Early Registration Gold Pass: $1595 Attendees _____________ 

Diamond Pass : $1795 Attendees _____________ 

3 Tickets $3000 ($1000 Per Attendee) 5 Tickets $4500 ($900 Per Attendee) 

BUSINESS PHONE NUMBER 

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Invoice me 

Discover 

CARDHOLDER’S SIGNATURE 

Places are transferable without any charge. Cancellations before April 26 2013 incur an administrative charge of 50%. If you cancel your registration after 

April 26 2013 we will charge the full fee. You must notify IE Group in writing of a cancellation, or we will charge the full fee. IE Group reserve the right to make 

changes to the program without notice. NB: FULL PAYMENT MUST BE RECEIVED BEFORE THE EVENT


the previous sponsors... 

Global Sponsor 

Gold Sponsors 

Exhibitor 

Media Partners 



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Contact Information 



the upcoming summits... 

Sales & Operations 

Planning 

June, 2012 

Seattle, WA 


Planning 

January, 2013 

Las Vegas, NV 

Inventory Optimization 

Summit 

October, 2012 

Austin, TX 


Planning 

September, 2012 

Boston, MA 

Chief Supply Chain 

Officer Summit 

November 1 & 2, 2012 

Chicago, IL 


Planning 

October, 2012 

Amsterdam, NL 

Integrated Business 

Planning 

March, 2013 

Berlin, DE 

Summit Director: Giles Godwin-Brown Tel: +1 415 692 5498 Email me 

Sponsorship Director: Pip Curtis Tel: +1 415 992 5349 Email me 

Delegate Manager: Robert Shanley Tel: +1 415 992 7605 Email me 

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S&OP for Consumer Goods - IE Group

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