The Transition from Sales and Operations Planning to Integrated Business Planning, Second Edition

Name: The Transition from Sales and Operations Planning to Integrated Business Planning, Second Edition
SKU: 978-1-60427-191-1
Price: 49.95 USD
Availability: InStock

Retail Price: $59.95

$49.95

Practices and Principles
By George Palmatier and Colleen Crum
Hardcover, 6×9, 318 pages
ISBN: 978-1-60427-191-1
e-ISBN: 978-1-60427-845-3
September 2022

This book is also available for rent

SKU: 978-1-60427-191-1 Categories: Business, Operations Management

Description

Forward-thinking companies are evolving their Sales and Operations Planning processes into Integrated Business Planning (IBP) for a simple reason: doing so generates far greater gains in their business results. In an easy-to-digest format, this book uses a fictional company to show how to transition to IBP and further explains how companies are linking strategy to execution through the IBP process.

Since soft skills often make the difference between success and failure in an IBP implementation, this seminal work also offers more than 200 business principles that can often be forgotten when you are in the trenches of daily business battles. These principles address collaboration, decision making, aligning the executive team, managing change in the organization, and much more.

Key Features

Explains what businesses gain from using IBP to link strategy to execution
Shares strategies and values that help companies achieve faster results when using IBP to manage the business
Features numerous business and life principles that will help you both in and out of the workplace
WAV features three downloadable appendices to continue learning outside of the pages of the book—available from the Web Added Value™ Download Resource Center at jrosspub.com

About the author(s)

George E. Palmatier has assisted many companies that make everything from soup to satellites in implementing integrated management processes. He is recognized as an expert on Integrated Business Planning (IBP), Sales and Operations Planning (S&OP), Demand Management, and Integrated Strategy Management. He also has deep experience with Enterprise Resource Planning, Integrated Supply Chain Management, and Integrated Product Development.

With more than forty years of experience in industry and as a principal with Oliver Wight Americas, George has a thorough knowledge of how to achieve sustained results in improving business performance. During eleven years as Vice President of Sales and Marketing at Bently Nevada Corporation, George was responsible for bringing the sales and marketing functions into a well-orchestrated business management process. Bently Nevada was one of the pioneers in developing and implementing S&OP and using it as a truly integrated management process.

In addition to this book and his many white papers, George has authored or coauthored three other titles: The Marketing Edge, Enterprise Sales and Operations Planning, and Demand Management Best Practices.

Colleen Crum is a thought leader and innovator in Demand Management, Integrated Business Planning, and Sales and Operations Planning. She has helped develop methodologies that enable companies to successfully implement and sustain integrated management processes to quickly achieve financial benefit. Before retiring as a consultant with Oliver Wight, she assisted companies across the manufacturing spectrum, including chemicals, consumer goods, food and beverage, electronics, biotechnology, aerospace, and defense.

In addition to coauthoring this book and authoring many white papers, Coco has coauthored three other books: Enterprise Sales and Operations Planning, Demand Management Best Practices, and Supply Chain Collaboration. During retirement, Coco has served as an editor for Oliver Wight and is an author of children’s books.

Preface

The Company and Players

Prologue

Chapter 1: The Proposition

Chapter 2: The First Step

Chapter 3: Common Understanding

Chapter 4: Stuck

Chapter 5: The Difference Between Sales and Operations Planning and Integrated Business Planning

Chapter 6: Consensus on the Basics

Chapter 7: Connection to Execution

Chapter 8: Integrated Business Planning as the Primary Way to Manage the Business

Chapter 9: Revisiting Consensus

Chapter 10: Implementation

Chapter 11: Getting Started

Chapter 12: Good Decision Making in Difficult Times

A Collection of Business Management Principles I Wish I Had Understood Earlier

Section 1: Accountability

Section 2: Aggregate Planning

Section 3: Align, Integrate, Synchronize

Section 4: Annual Planning

Section 5: Behaviors

Section 6: Change and Transformation

Section 7: Collaboration

Section 8: Communication

Section 9: Consensus

Section 10: Control of the Business

Section 11: Customer Focus

Section 12: Decision Making

Section 13: Demand Management

Section 14: Disciplined, Regular, Routine

Section 15: Do What You Say You Are Going to Do

Section 16: Financial Perspective

Section 17: Foundational Principles and Behaviors

Section 18: Improvement Methodology

Section 19: Information Technology

Section 20: Integrated Business Planning

Section 21: Integrated Management

Section 22: Issue Management

Section 23: Leadership

Section 24: Learnings

Section 25: Life Skills

Section 26: Longer Term Focus

Section 27: Performance and Measures

Section 28: Person in Charge

Section 29: Planning

Section 30: Product and Portfolio Management

Section 31: Respect

Section 32: Request for Product

Section 33: Risk Management

Section 34: Scenario Planning

Section 35: Strategic Thinking and Strategic Management

Section 36: Time

Section 37: Trust

Section 38: Truth

Bibliography

Appendix 1: Effective Execution of S&OP/IBP Plans Through Integrated Tactical Planning

Appendix 2: Detailed Planning, S&OP, and IBP

Index

Reviews

“Every executive who thinks he or she has control of their business should read this book. In working with George Palmatier, I used Integrated Business Planning to bring the entire executive team together to focus on delivering the turnaround of our business.”
—Torkel Rhenman, Executive Vice President, LyondellBasell

“I love this book because George and Colleen get to the core behaviors that enable the transition from Sales and Operations Planning to Integrated Business Planning. This transition makes it possible to effectively operationalize strategies and investments in an aligned way. As a result, companies are better able make their numbers and win in the marketplace.”
—Marc Bergeron, Principal, Oliver Wight Americas