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David Holmes, an Oliver Wight Americas principal and Demand Management expert, is a consultant and educator providing companies with guidance in Demand Management and Integrated Business Planning practices. David has solid experience across a number of industries - automotive, FMCG, and high-tech manufacturing/wireless communications. As Vice President, Demand Management, with Research in Motion, he managed their demand planning processes during a time when the business grew by a factor of 100-fold.
David also created the Demand Management strategy for RIM that formed the blueprint for the implementation of SAP APO, the APO project was delivered on time, on budget and met all the key deliverables. He has held key positions in Demand Management and Integrated Business Planning at both SC Johnson and at Sara Lee – where he led the co-managed inventory function at Wal-Mart virtually eliminating stock-outs. David began his career in Manufacturing with Rolls-Royce Bentley Motor Cars Ltd, ultimately ending up in Logistics where he was actively involved in their achievement of Class A accreditation and maintenance.
During his five years with Demand Solutions Decision Support Software, David worked with senior management implementing 23 installations across a wide range of industries – among them 3M Canada, Carrier, Sunbeam Canada, Spinmaster Toys and Sony Canada. In all 23 cases, the implementations were on time, and the companies achieved significant benefits. In addition to being a Demand Management expert, David has held numerous positions across all supply chain disciplines including warehousing and distribution, strategy, vision, CPFR, redesigning and relaunching one company’s Sales and Operations Planning process and supporting the executive team with Sales and Operations Planning while with another company. Throughout his career as a Demand Management expert, David has continually delivered results by increasing forecast accuracy while simultaneously reducing inventory and increasing customer service levels.
David earned his B Eng. (Hons) in manufacturing technology/management at the University of Aston and his MBA at the University of Nottingham. He was keynote speaker on Forecast Collaboration at the May 2003 SCL conference.
Marketing’s Role in the Integrated Business Planning Process
This white paper underscores why the marketing group is a critical stakeholder within Integrated Business Planning and how marketing impacts product management and business development. Discussion includes three key areas where marketing contributes to the Integrated Business Planning process: brand spending and awareness; program spending vs. predicted; and competitive analysis.
Success in today’s consumer-driven business climate depends on meeting customer demand as efficiently and profitably as possible. Accurate demand planning is vital; not only does it provide the very foundation on which future plans can be made, it allows the business to anticipate changes in demand in plenty of time and respond accordingly.
Statistical forecasting is an essential element in maturing the organization’s demand process, but crucially it needs to be part of a wider integrated approach to demand management, led and managed by those closest to the consumer, and embedded cross-functionally into the organization. This means addressing people and processes first.
This document gives the detailed agenda for the Oliver Wight Demand Management Course.