20th Edition
S&OP and Integrated Business Planning Excellence
Enhance real-time and agile responsiveness to customers through end-to-end integration and build strong leadership and engagement to achieve the transformation
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What are the challenges you faced in deploying IBP and how did you navigate through the changes?
We've had many challenges; the biggest one being to me the management of expectations in terms of the pace of maturity and, therefore, in terms of how fast we could start to get the value of IBP. Constantly realigning expectations and keeping key stakeholders engaged has been paramount to our success; sustained on a compelling vision and on delivering "quick wins" with measurable impact on financial performance.
What would be the approaches or initiatives that you would recommend in order to foster a strong S&OP/IBP?
Some of the things I would recommend would be to constantly keep key stakeholders at all levels engaged through a continuous improvement of the process, to bring outside-in expertise incorporating and retaining talent with experience in S&OP/IBP, and to ensure enough focus on knowledge management: documenting the processes, organizing frequent trainings, and fostering planning communities.
How essential is the establishment of strong standards between local, global and international teams and how the S&OP/IBP process might be contributing to that?
In general, standardization brings numerous benefits, including increased efficiency in ways of working, streamlined communication and information flow, plus other synergies. Deploying S&OP/IBP requires per se a strong standardization of processes and technology across the organization and, therefore, it helps unlock all this value and secure its long-term sustainability.
Ahead of the 20th Edition S&OP and Integrated Business Planning Excellence conference we spoke with Sebastian Guerrero, Global Head of IBP and Supply Chain at Huhtamaki, the Netherlands. Sebastian is a Supply Chain leader with over 20 years of experience in global companies within diverse industries. He is currently the Global Head of IBP and Supply Chain Planning at Huhtamaki, being in charge of leading a profound transformation to implement IBP in its Fiber & Foodservice division. Prior to joining Huhtamaki, Sebastian has worked for other successful companies like PwC Consulting, Tenaris and Danone, in roles within the S&OP/IBP and Supply Chain arenas. He holds a degree in Industrial Engineering.
13-15 March, 2024
Cologne, Germany
Sebastian will be presenting a case study during day one of the 20th Edition S&OP and Integrated Business Planning Excellence conference!
For registration pricing and multiple attendee discounts, please contact:
Ria Kiayia
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Interested? Do you feel you will benefit?
An interview with Sebastian Guerrero, Global Head of IBP and Supply Chain Planning at Huhtamaki, the Netherlands
What, for you, are the benefits of attending this 20th S&OP and Integrated Business Planning Excellence conference, and what can attendees expect to learn from your session?
I have been attending this conference for a couple of years now and it's been always a fantastic opportunity to interact with like-minded colleagues, and to learn about how other companies progress in their S&OP/IBP journey and how they overcome the (commonly shared) challenges they face. I always come back with fresh ideas to bring onboard on to our own IBP journey! I hope I can spark many new ideas as well to the rest of delegates with my session, where I will share some of my learnings about how to successfully deploy IBP across local, regional and global organizations.
Case Study: Implement IBP/S&OP across local, regional and global teams
- Understanding the difference between implementing S&OP and IBP.
- Defining the roadmap to a successful S&OP/IBP deployment.
- Obtaining and maintaining executive sponsorship.
- Driving change management effectively to accelerate adoption.
Can you provide examples on the impact and benefits involved with the transformation?
Even though we are still navigating the early part of our IBP maturity curve, we have seen already many tangible and intangible benefits. For example, a more streamlined decision-making process and a longer-term focus allowed us to improve anticipation and seize opportunities we would have missed before. IBP has also allowed us to shed light on synergy opportunities that were invisible to us, leveraging from the more holistic view of the business we have now.
