CPG Forecasting & Planning Innovation Summit

Innovate. Plan. Execute.

May 20 & 21, 2015Chicago, IL

Previous Speakers

Confirmed Speakers

• CFO, Marc Fisher Footwear

• Director, FP&A, Merisant

• Dir, Global Projects & Initiatives Finance, Mattel

• CFO, California Olive Ranch

• VP, Finance, Dean Foods

• Director, Global FP&A, Newell Rubbermaid

• Manager, FP&A, Dr Pepper Snapple Group

• Director, Global Supply Chain, Energizer

• Director, Supply Chain, Chamberlain Group

• VP, West Lac Supply Chain, Diageo

• VP, Supply Chain, Ariens Co.

• Director, Supply Chain, ULTA Beauty

• Director, S&OP, Dart Container Corporation

• Director, Sales Finance, PepsiCo

• Director, S&OP, Culligan

• Senior Director, Finance, Walgreens

• Director, FP&A, Hillerich & Bradsbury

• CFO, Bel Brands

• Sr Dir, Finance & Operations, Ralph Lauren

• Director, Corporate FP&A, Coty

Past Delegates Include• VP, Planning & Distribution, Sephora

• Senior Director, Finance, Henkel

• SVP, Global Supply Chain, Lifetime Brands

• Director, Global SC & Strategy, Wrigley

• Senior Director, Borden

• Head of Finance, Red Bull

• VP, Supply Chain, Barnes & Noble

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 CPG industry. You will be meeting senior level executives 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

F TI L

Previous Speaker Information

Effective planning is central to business success. In the m o d e r n b u s i n e s s e n v i r o n m e n t t e c h n o l o g i c a l 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. As competition intensifies, businesses have never been under as much pressure to consistently provide the products their customers want, when and where they want them. Shifting customer expectations and the increasingly global nature of supply chains and partnerships place formidable demands on

planning, as the number of relevant variables balloons and the predictability of data becomes increasingly uncertain. In this context, businesses are turning to a variety of business processes, techniques and technologies to identify and capitalize on the challenges of modern markets. This summit will focus on the solutions offered by innovative strategy, demand planning, S&OP and business forecasting. The Summit will comprise of learning objectives, illustrated intermittently with a number of illustrative case studies.

About The Summit

Matthew Burris is the CFO of Marc Fisher Footwear, a mid-size footwear wholesaler producing footwear lines for both owned and licensed brands such as Tommy Hilfiger, Guess, Ivanka Trump and Isaac Mizrahi. Matt has been a CFO of public and private companies for over 10 years and the senior finance executive in his company or division for over 25 years. Matt began his career at Finlay Fine Jewelry, with 10+ years of experience as the VP of Financial Planning and Operations of the nation’s largest operator of retail fine jewelry concession. At Liz Claiborne Inc, he was the VP Group Finance Director and Group Operating Director for the $1.0 billion non-apparel segment reporting Group.

Own the Bad News

The emphasis will be that its the financial planning role to insure that the desire to hit a certain number, or hit attain a favorable to Last Year does not become more important than considering all the variables when forecasting our results. Sales and Marketing executives are much more adept at pointing out the positive news / opportunities then they are pointing out the pit-falls. But sometimes the evidence of such is right their and Financial Planning has to make sure it is accounted for just as much as the good news.

Matthew BurrisCFOMarc Fischer Footwear

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, he 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.

Do You Have a Tolerance for Excellence?

This session will expose a clear omission in the plans of may companies to ach ieve "Bus iness Process Excellence"...the lack of "Tolerance" in measuring success. By using defined tolerances, businesses can bring about success through: clearly knowing what is good and what is bad, driving efficient use of analytical resources by focusing them on the out of tolerance exceptions, and providing the basis of "coupled" supply chain.

Mark DagostinoDirector, Supply ChainChamberlain

Previous Speaker Information

Dana Goodman is the CFO, VP Finance and Administration with California Olive Ranch, Inc. She has over 20 years of experience in finance, FP&A, accounting, strategy and M&A. Ms. Goodman is a key member of the executive leadership team focusing on measuring and driving results for the organization. Previously, Ms. Goodman served in corporate and regional leadership roles with Combs Produce, Dean Foods, Roofing Supply Group, Del Monte Fresh Produce and Standard Fruit and Vegetable. Ms. Goodman specializes in working with companies to develop and execute strategic plans for their finance and administrative organizations during times of transition and growth.

We’re not just a start up – we are developing an Industry: The role forecasting plays in our success.

Founded in 1998, California Olive Ranch (COR) is a vertically integrated olive oil company. We manage or contract in excess of 13,000 acres of super high density (SHD) olive orchards in Northern California. We grow, harvest, mill, store, bottle and market our products primarily to retail, club and foodservice companies nationally. While much of our focus initially was on orchard and market development, the past several years we have focused on our IT and financial infrastructure. Our focus on good data has helped us to focus on capturing the advantage that great forecasting can provide. COR has consistently developed a detailed one year plan, and a top line 5 year plan annually. With the dynamics of a growing company, adding monthly forecasts, allows us to have better visibility and allows us to act quickly to changes in our business. As a vertically integrated CPG company, we have the unique challenge of growing our own products, which means forecasting and timing are essential for us to be able to provide supply as we grow. For these reasons, we are actively engaged in developing a best in class forecasting process.

Dana GoodmanCFOCalifornia Olive Ranch

Javier de la Viuda was appointed Vice President, Supply Chain, WestLAC in December 2012. In this role he is responsible for the end-to-end supply operations including Manufacturing, Procurement, Customer Service & Logistics and Demand Planning. WestLAC is Diageo’s third largest market and includes five business units spanning countries in Western and Southern Latin America, Central America, and the Caribbean. Diageo is the leading premium drinks company in the world and owns and produces brands such as Johnnie Walker, Guinness, Smirnoff, and Tanqueray among many others.Javier joined Diageo in 2009 as Supply Chain Director of Spain & Portugal. After two and a half years, he assumed the role of Global Customer Service Director to drive a transformation in Order-to-Cash for Global Businesses.Since the very beginning of his career, Javier has been continuously dealing with S&OP in a diverse set of industries, regions and growth environments.

S&OP as a Lever to Transform Business Performance – Mature Markets vs. Emerging Markets

Javier will share his experience in driving remarkable performance improvements in Service, Inventories and Costs through leveraging the S&OP process jointly with IS investments and organizational. transformations.

Javier will apply his insights and experience during this session to impart lessons on the “must do’s” and “what to avoid”. He will also highlight his perspective of the differences between driving such interventions in mature business environments/markets and in developing/emerging markets.

Javier de la ViudaVP, Supply Chain (WestLAC)Diageo

Previous Speaker Information

Chris Abbott is the Vice President of Finance at Dean Foods, a national dairy products company. Chris oversees the Finance and Strategy functions for the $2.5B West region of Dean Foods. Prior to his current role, Chris was Director of Business Development and Director of Transformation. Before Dean, Chris worked at Bain & Company, providing strategy and operations consulting across multiple industries. Prior to that, he worked at AlixPartners, where he helped lead the turnaround and restructuring of companies in the communications and consumer goods industries.

From Insight to Impact - Leveraging Practical Approaches to Driving Insights & Realizing True Business Impact.

Outside of formal business planning and standard processes, the majority of analysis and problem solving still takes place on an ad-hoc basis and starts with a specific question or questions. Should I invest? Why are my brand’s sales or profit declining? How can I lower my product cost? How do I improve sales and marketing spend productivity? This presentation will focus on using relatively simple, but often overlooked approaches to driving to meaningful insights. Along the way, it will highlight some low tech, but effective ways to analyze complex problems and/or large data sets to get to those answers. Finally, it will address how to translate those great insights on paper to real bottom line results.

Chris AbbottVP, FinanceDean Foods

Steve Mindy is the Senior Manager of FP&A for Merisan, a CPG company headquartered in Chicago. Merisant manufactures and distributes the tabletop sweetener brands Equal®, Pure Via®, and Canderel® in 90 countries globally. He has spent more than 10 years in corporate finance and has worked for publicly and privately-held companies with revenues ranging from $300 million to $65 billion. Companies include Pepsi, Wrigley, and Merisant. With experience in the consumer packaged goods industry, his specific areas of expertise include Financial Planning and Analysis (FP&A), budgeting and forecasting, valuation analysis, financial modeling, new product analysis, and strategic planning.

Integrated Budgeting and Forecasting

Building a budget can be a minefield. Between the interests of investing partners, aggressive sales targets, competitive impact, and category dynamics, how does the finance function lead the organization to a reasonable ending goal? We’ll discuss ways to link the reality of the business and company’s strategic plan into a meaningful budget.

Steve MindyDirector, FP&AMerisant

Previous Speaker Information

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. 

Keeping S&OP Alive!

Implementing S&OP could be a very difficult project. However, the biggest challenge is not to get the right process established. The real threat comes when people think that the job is done and then, soon enough, they start to skip steps, cut corners and worst of all, criticize the value of their own work (S&OP). In this session, CK is going to share his experience and learning on how to keep S&OP practice alive and encourage continuous engagements among all stakeholders in an organization.

Chi Kin LeungDirector, Supply ChainEnergizer

Ed Goetting is the Director of Sales & Operations Planning at Dart Container Corporation (formerly as part of Solo Cup Company). Ed has been leading Solo/Dart’s S&OP process since 2011 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 18 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&OPDart Container Corporation

Ad a p t i n g S & P t o F i t M a n a g e m e nt 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.

James has spent the past 12 years in supply chain, with Kohler in the bathroom fixture industry, Milwaukee Electric Tool in portable power tools, and has recently joined Ariens in Snow and Lawn & Garden equipment.   Most of his time has been spent leading the Sales & Operations Planning (S&OP) process, leading forecasting, production planning, and inventory management efforts, but also includes responsibility for procurement and logistics.   James is responsible for Supply Chain Planning, Sourcing, Logistics and Distribution, and Customer Service at Ariens.

Staying “Lean” Across the Seasons

In a highly seasonal business, challenges of balancing production output with inventory to support strong service levels to customers are all around…labor, machine capacity, not to mention materials planning…Hear how we approach these challenges, the decision points we use, and implications we have to consider in planning the business.

James MerwinVP, Supply ChainAriens Company

Previous Speaker Information

Senior Director, Finance and Operations at Ralph Lauren in New York, Vincent Hikiba is responsible for the planning and execution of RL Store Development and Creative Services globally. Before joining Ralph Lauren in 2012, Mr. Hikiba was Senior Director of Finance and Accounting at Hermes of Paris, and prior to Hermes, Divisional Chief Financial Officer at Havas, both based in New York. Mr. Hikiba started his career at Deloitte in Paris before moving to New York in 2005 to work at Essilor USA where he held several Finance and Accounting roles with increasing responsibilities. Mr. Hikiba was born in Paris, France. He holds a Master of Finance from EDHEC Business School.

Effective Planning Myth or Reality?

Effective planning seems to be this Eldorado that everybody has heard of but never discovered. In most companies, whether mid-size or multinational, reporting and planning practices are in fact inconsistent and most of the time, ineffective. In the best case scenario, the unwanted downsides are delays in decision making, and in the worst, all the wrong decisions that lead to cash or operational liabilities. During this presentation, we’ll demonstrate various examples of reporting and planning inefficiencies, as well as look into the benefits of pertinent tools to counter them.

Vincent HikibaSenior Director, Finance & OperationsRalph Lauren

Todd Fairbank is the Financial Planning & Analysis Manager at Dr Pepper Snapple Group. Working hands on with weekly, monthly, and annual forecasting and budgeting processes for the $1B Central Business Unit based in Chicago. He oversees the complete forecasting process between sales, finance, and supply chain. Todd has been working for Dr Pepper for the past 13 years. Dr Pepper Snapple is the leading producer of flavored beverages in North America and the Caribbean with more than 50 household brands with 13 of the top 14 leading brands either No 1 or No 2 in their flavor categories.

Who Owns The FP&A Process?

The presentation will cover the DPSG forecasting cycle with an overview on the cycle time, parties involved, length of time to prepare, level of detail the forecast goes down to, along with an overview of the accuracy. A review of where the value added in the process comes from along with what levels of the organization are utilizing the forecast and what specifically they are using. The conclusion will covers who owns the forecast if various groups/departments differ on the outlook of future months.

Todd FairbankManager, FP&ADr Pepper Snapple Group

Previous Speaker Information

A prime example of a transformational CFO, Colby Moosman has helped one of the world’s largest airlines and a leading U.S. homebuilder navigate crucial periods of restructuring, resurgence, mergers, divestiture and more. Moosman joined Tidemark in November 2013 after more than four years at American Airlines, where he advanced through a series of crucial Finance roles. While there, he directed financial planning and analysis activities during the airline’s Chapter 11 bankruptcy and developed an innovative corporate planning concept that resulted in the largest commercial aircraft order in history, a critical step in American Airlines’ turnaround. He also led restructuring-driven “fresh start” valuations and the accounting team’s merger integration efforts. Before joining American Airlines, Moosman spent five years in a range of senior Finance positions at Centex Homes (acquired by Pulte), one of the nation’s leading home building companies.

What Finance Needs to Know About Cloud, Mobile and Collaboration

The role of financial planning and analysis (FP&A) is changing, and the potential for FP&A to enable company success has never been greater. According to July 2013 report by Gartner, CFO’s are highly involved in 84 percent of all IT decision. This growing influence has also brought about higher expectation of today’s finance executives. Success is increasingly dependent upon data-driven decisions in real-time in order to drive growth, increase revenue and find a competitive advantage. It’s time for FP&A professionals to reset the bar. Cloud, mobile and collaboration technologies are enabling companies to do more, better, faster. For the Office of the CFO and the operational teams they support, making the right technology decisions and investments has never been more important, nor more strategic.

In this session, Colby Moosman, Tidemark’s VP of Finance & Operations, will present attendees with:

• Perspective on why investment in cloud, mobile and collaboration technologies is a strategic imperative

• Appreciation for what’s possible with these next generation technologies

• Real world examples of transformational organizations capitalizing on these technologies

Colby MoosmanVP, Finance & OperationsTidemark

Raphael Fuchs is the Global FP&A Director of the Writing & Creative Expression GBU of Newell Rubbermaid. This GBU is the world leader writing instruments company, including brands like Sharpie®, the largest writing brands in North America. Raphael’s responsibilities include global FP&A and strategic business decision support. Raphael is a 10 year employee of Newell Rubbermaid starting his career in Corporate Finance and continuing with roles in Operations Finance, International Finance and Sales & Marketing Finance.

T h e B u s i n e s s P a r t n e r i n g F P & A organization: Uncap What’s Inside

With rapid changes in the economic environment, everyone expects more from finance functions: more timely analysis and better decision support while continue to bear responsibility for core finance activities. CFO’s have called upon their FP&A teams to become “business partners”: to move away from transactional and historically focused activities towards more analytical and forward looking activities that help drive better business o u t c o m e . H o w c a n F P & A t e a m a c h i e v e t h i s transformation? How to streamline core finance processes to be able to spend more time on analysis and decision support? How will FP&A become this business partner an take an active part in strategic and performance-enhancement initiatives.

Raphael FuchsDirector, Global FP&ANewell Rubbermaid

The Information

Registration Pricing

CPG Forecasting & Planning Innovation SummitDate: May 20 & 21, 2015Location: Chicago, IL

F TI L

Ways to Register+1 323 446 7673 Register Online Here

Group Discount Offers3 Silver Passes: $3000 ($1000 per attendee)5 Silver Passes: $4500 ($900 per attendee)3 Gold Passes: $3900 ($1300 per attendee)5 Gold Passes: $6000 ($1200 per attendee)3 Diamond Passes: $4500 ($1500 per attendee)5 Diamond Passes: $7000 ($1400 per attendee)

+1 415 692 5514

For larger groups or special requests contact Sean by calling +1 415 692 5514 or email sforeman@theiegroup.com* Team discounts are applicable at the point of registration only.

Silver Pass

$1495Access to all sessions &

networking events7 days access to presentations from the

summit via ieOnDemand

$1295Early Bird Price

(before March 20)

Diamond Pass

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

content on the Finance & Supply Chain channels via ieOnDemand

$1795Early Bird Price

(before March 20)

Gold Pass

$1795Access to all sessions, networking

events & unlimited access to presentations from the summit via

ieOnDemand

$1595Early Bird Price

(before March 20)

1 Day Pass

$995Full access to the sessions to your chosen day of the summit, 7 days

access to presentations from the summit via ieOnDemand

$795Early Bird Price

(before March 20)

On-Demand Pass

$600Unlimited access to presentations from the summit via ieOnDemand,

including presentations, interviews & the ability to contact speakers

Unlimited access to

ieOnDemand

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1. Delegate Information...

2. Pass Types...Early Bird Pass Options until March 20, 2015

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

Regular Pass Options after March 20, 2015 Silver Pass: $1495 Attendees ____ Gold Pass: $1795 Attendees ____ Diamond Pass: $1995 Attendees ____

Pass Descriptions:Silver Pass: Access to all sessions & networking eventsGold Pass: Access to all sessions, networking events & unlimited access to the summit presentations via ieOnDemandDiamond Pass: Access to all sessions, networking events, annual subscription to all content on the Supply Chain & Finance channels via ieOnDemand

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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 April 20, 2015 incur an administrative charge of 50%. If you cancel your registration after April 20, 2015 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 FormCPG Forecasting & Planning Innovation SummitMay 20 & 21, 2014 | Chicago, ILFor registration or more information on the program, please call Sean on +1 415 692 5514, or fax this registration form to +1 (323) 800 3506

3. Payment Options...

Group Discount Pass Options 3 Silver Passes $3000 ($1000 per attendee) 5 Silver Passes $4500 ($900 per attendee) 3 Gold Passes $3900 ($1300 per attendee) 5 Gold Passes $6000 ($1200 per attendee) 3 Diamond Passes $4500 ($1500 per attendee) 5 Diamond Passes $7000 ($1400 per attendee)

For larger groups or special requests contact Sean by calling +1 415 692 5514 or email sforeman@theiegroup.com* Team discounts are applicable at the point of registration only.

Schedule

Networking Drinks 17.00 - 19.00

May 21

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

May 20Day 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

F TI L

Previous Sponsors

For sponsorship information contact Giles at ggodwinbrown@theiegroup.comF TI L

Associate Sponsor

Silver Sponsor Silver Sponsor

Networking Reception SponsorBronze Sponsor