The Transition from Sales and Operations Planning to Integrated Business Planning

Practices and Principles
2. Auflage 2022
ISBN: 978-1-60427-191-1
Verlag: J. Ross Publishing

Buch, Englisch, 320 Seiten, Hardback, Format (B × H): 152 mm x 229 mm

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.

Autoren/Hrsg.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Produktionsmanagement, Qualitätskontrolle

Inhaltsverzeichnis

- 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