• Incorporating more macroeconomic forecasting to ensure supply capability matches projected
• demand at the lowest cost
• Building capabilities to proactively detect and respond to change and remain one step ahead of market developments
• Using effective demand practices to sustain lower inventories or address the quality of inventory in a forward view
• Integrating market plans into supply chain planning through Demand Management

• The fundamentals of why we forecast and what we know about the forecast
• Calculating the statistical baseline: Review of forecasting techniques
• Moving to a collaborative forecast process: Beyond the hype; what really works
• Leveraging the technology that you already have: Crawl – Walk - Run
• Supply Chain Conditioning vs. Supply Chain Execution: How to use the forecast
• Reducing the dependency on an accurate forecast to provide desired customer service levels
• Using a mix of appropriate planning techniques to synchronise supply and demand without having to rely on a forecast 

• What did the recession show us about the unreliability and complexities of our current demand planning processes?
• What have we learnt and how have we improved how we forecast?
• Beyond historical data: reviewing additional methods to build your baseline forecast

• Determining which core metrics are needed to leverage the full functionality of your demand planning process and tools
• Establishing processes to track, analyse and improve demand planning performance
• Understanding how demand planning and the associated metrics interconnect with the entire supply chain
• Integrating demand planning improvement into the organization’s performance management process

• Calculating the average inaccuracy of your demand forecasts due to demand volatility and network complexity
• Evaluating forecast errors and demand variability
• What can you do to minimise forecasting errors and inefficiencies?
• Assessing the key factors that contribute to your demand processes: sales forecasts, current forecasts from customers and distributors, actual demand history and current trends

• Determining the benefits of S&OP: forecast error reduction, inventory reduction, service level increase, top line revenue growth and SKU rationalisation
• Redesigning your internal processes to improve supply chain visibility and respond to changing demand
• Predicting potential problems and assessing the barriers to S&OP implementation across the wider business

• What are customers looking for from your products and what are you doing to fulfil demand?
• Developing two-way feedback mechanisms to enhance communication with your customers
• Assessing the limitations of a solely customer-driven approach
• How can you work with your customers to shape and influence demand?
• Maintaining optimal relationships when prices increase

• Beyond forecasting: What is demand management? How does it apply to industries like chemicals?
• Why is demand management important to chemical companies? How does it help them respond more profitably to changes in demand?
• What does demand management best practice look like and how can you apply it to your organisation?
• Maximising demand management capabilities to drive revenue and profitability

• Developing a collaboration model based on volume and volatility in demand and supply
• What core business intelligence tools will enable you to increase communication with external parties?
• Appointing key representatives across the extended supply chain to take responsibility for managing external relationships
• Collaborating with your customers to calculate safety stock levels, ensure on-time delivery and maintain acceptable lead times

• Identifying cutting technologies to give you faster and simpler data collection
• Providing your stakeholders with the required levels of data access and visibility
• Establishing key processes to track and monitor data
• Ensuring technology meets your requirements for usability, functionality and scalability
In this presentation, Stephen will offer invaluable tips on how to select the right software to meet both your operational needs and budgetary requirements. Ensure your forecasting software works for you, not only now but also in the long-term.
• Identifying cutting technologies to give you faster and simpler data collection
• Providing your stakeholders with the required levels of data access and visibility
• Establishing key processes to track and monitor data
• Ensuring technology meets your requirements for usability, functionality and scalability

• The supply chain levers for adding value in a crisis
• How to sustain your step-change improvements
• What skills/competences will be needed for SCM to adapt to the new economic realities
• How to position SCM in a matrixed multinational, in order to enhance effectiveness

This workshop is for supply chain directors of chemical companies only.

Please note that to maintain exclusivity and maximise value for workshop attendees, places on the workshop are strictly limited and will be on a first come first served basis at the discretion of the conference organisers.