1 © The Delos Partnership 2004 Integrated Enterprise Planning One set of numbers

2 © The Delos Partnership 2004 Agenda 1.Introduction to Integrated Enterprise Planning 2.The overall process 3.The underlying processes Innovation Demand Supply 4.Prioritisation and Senior Team Review Making the long term decisions 5.Implementation of Integrated Enterprise Planning Action Plan

3 © The Delos Partnership 2004 Since 1991 Richard has operated his own education and consulting firm, which specialises in the understanding and implementation of Integrated Enterprise Planning. As such he has helped many companies including Cray Valley (part of the Total Group), GlaxoSmithKline, British Nuclear Fuels Limited, GEC Marine- VSEL, Sandoz Pharmacuticals, Van Leer Metallizing, Cooper Bussmann, Rizla Ltd., Aventis, Quest International, and Levi Strauss EMEA. All of these companies have made significant gains in improving profitability and customer service through the implementation of the concepts supporting Integrated Enterprise Planning. In this he was associated with Mike Salmon’s Manufacturing Resource Planning Limited from , and with Oliver Wight associates from All of this was achieved through a mixture of Education and Consulting. Richard Watkins’ experience with Business Excellence in manufacturing industries started in 1986, when the ICI Agrochemicals’ Business (now Syngenta) started the first global implementation of an Integrated Supply Chain planning system. Richard was a member of the core Project Team that radically transformed the way the business operated, leading the Forecasting and Demand Management Task Force. This highly successful project led to a 20 % plus reduction in inventory, and service levels in excess of 95 % worldwide. All of this involved implementing a new way of forecasting and planning across the whole division around the world, which Richard led. This included the development of a global Integrated Enterprise Planning process, which enabled a monthly financial review of the business, and a long term strategic decision- making process. Richard joined the Project Team from the Product Management group, responsible for the development and marketing of new products into the Public Health and Agrochemical markets. Prior to joining ICI, Richard had gained an MBA from the London Business School,; before this he had worked for Tube Investments Ltd, who manufactured Steel Tubes for the automotive, sports goods, nuclear and food processing industries. He gained his first degree in PPE from Oxford. RICHARD WATKINS

4 © The Delos Partnership 2004 Mike Stradling has 20 years experience in supply chain strategy, planning and operations, working with leading Blue Chip Companies as well as Small Medium Enterprises. Mike has worked in a mixture of consultancy and well as line of business roles within a variety of supply chain functions including, Production, Purchasing, Logistics and IT. Prior to joing the Delos Partnership, Mike ran his own independent consultancy providing guidance in the areas of supply chain management, programme management and organisational change management. Prior to this he held positions with Rank Hovis McDougal, Specialised Laboratory Equipment, GlaxoSmithkline and CapGemini Ernst and Young. During the 80’s, Mike built up operations management experience in both FMCG and Pharmaceutical production management positions, implementing JIT and continuous improvement techniques. He also starting project managing several major TQM and BS5750 part 1 /ISO900 initiatives. In the 1990s, as a Supply Chain Manager, Mike led a variety of supply chain improvement projects, achieving lead time and inventory reductions of up to 60% while securing improved levels of service and supply flexibility. In addition, Mike took an MBA at the Cardiff Business School and specialiased in supply chain management with the Lean Enterprise Research Unit. Recent work has included working with a leading pharmaceutical company to manage the organisational change of a global supply chain re-engineering project leading the business from the current to the future state and applying appropriate change management tools and techniques to accelerate and secure achievement of benefits. MIKE STRADLING