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Timm Reiher, an Oliver Wight principal, is an expert in Demand Management, Sales Operations, and Integrated Business Planning; and is a Certified Instructor for the Oliver Wight Demand Management Public Course. With more than 20 years of experience, he has a background in product management, sales and account management, customer service, sales operations, data warehouse systems, and customer relationship management improvement initiatives.
As a team leader for Integrated Business Planning at ATMI, Timm managed the successful design and implementation of the Demand Management process across multiple business units working with global operations in North America, Europe, and Asia. He then served as demand manager for five years, developing and training the Demand Management Team and leading cross-functional business unit sales and marketing leaders to achieve Class A performance in Demand Planning and Management. Additional Integrated Business Planning accomplishments include the evaluation and implementation of a statistical forecast system, the Oliver Wight ESOPT tool, rough-cut capacity planning, integration of SAP Data Warehouse tools, and design and implementation of a multiple views forecasting system.
As senior manager of Sales Operations at ATMI, Timm also managed the design, training, and global rollout and on the use of the company’s CRM system and process. This effort included Opportunity Pipeline management and Sales Incentive Compensation tracking and automation of the process. He also served as a key business lead representative for the implementation of an SAP Data Warehouse Management system. Finally, his experience at ATMI also includes three years as manager of customer service and seven years as account manager and regional sales manager to semiconductor manufacturers.
During his years at Eagle-Picher Industries, Timm managed the commercialization of defense-related and R&D products, establishing joint venture agreements to promote and manufacture semiconductor materials and capital equipment in North America and Asia.
Timm joined Oliver Wight in 2013. He earned a bachelor of science in electrical engineering at Kansas State University.
When Integrated Business Planning does not yield the expected results, look at the schedule and cadence of the process.
In this new white paper, Eric Deutsch and Timm Reiher answer frequently asked questions about the cadence of IBP.
After reading this white paper, you will be able to assess the rhythm of your IBP process and whether improvements are needed.
If your company is just starting to operate IBP, you will know the cadence pitfalls to avoid in designing the IBP process.
This new white paper presents three case examples of using scenario planning to aid in executive decision making. Each case illustrates how the scenarios gave business leaders the information they needed to confidently make decisions. The scenarios helped the executive teams to agree upon the decisions and the expected outcomes of those decisions. Each case example also provides details on the outcomes and financial benefits realized from the decisions.
Author Timm Reiher makes key points about scenario planning after each case example. In doing so, he identifies the fundamentals of scenario planning. He also observes how many companies incorporate scenario planning into their Integrated Business Planning processes. “It is a perfect venue, as Integrated Business Planning involves updating plans – and scenarios – every month for executive review,” Reiher states. “The case examples highlight how scenario planning takes away the fear of the unknown. It keeps executives from flying blind when making decisions,” Reiher says.
To ensure companies achieve the greatest value from their IBP process, the Product Management Review must be effectively integrated with the Demand Review. This, in turn, requires a disciplined Product Portfolio and Project Management planning process that includes the creation of a New Product Master Plan. In this new White Paper, Oliver Wight’s Timm Reiher and Jerry Shanahan outline key concepts behind Product Portfolio and Project Management as part of an IBP process.
Infographic. Pre-webinar survey results of the Scenario Planning Webinar by Timm Reiher
Demand Control: An Often Missing Link in the Demand Management Process. This white paper defines Demand Control, defines the role of the Demand Controller, outlines the benefits of a good Demand Control process, provides a compelling argument for why a Demand Control process should be in place, provides keys to establishing an effective Demand Control process.
This document gives the detailed agenda for the Oliver Wight Demand Management Course.