Integrated Business Planning for Effective Decision Making - Creating the decision imperative

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Extract from the Wight Paper.

Today, Integrated Business Planning sits at the heart of many organisations as the management process that runs the business, covering all the core functions from product development and operations, to sales, marketing and finance.

Its real power is in enabling the key decisions that influence the future direction of the company and the achievement of the strategic plan. As the capability of a business’s processes mature, these decisions become increasingly complicated and their timing ever more critical. 
 

However, the very practicality of structuring the Integrated Business Planning process so it really does enable effective and timely decision-making, is a challenge, which shouldn’t be underestimated. The most difficult decisions are those relating to issues, which will face the business in the future, since by definition, the future is unknown and there will always be unforeseen events, and circumstances that are subject to variation. Nonetheless decisions made today will have a defining effect on the business in one, two, or five year’s time. Deferring or avoiding these decisions can prove fatal. The key lies in configuring the Integrated Business Planning process, so it creates the same practical and emotional response for the decision-maker when reviewing future planned performance as it does when they are faced with the reality of past or current performance. It then becomes clear they have to act immediately to recover the situation.



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Managing People and Behaviours - Getting the best from your organisation

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Extract from the Wight Paper.

To stay on top in today’s complex and competitive business environment it is more important than ever for organisations to keep improving performance and strive for business excellence.

All too often when implementing business improvement programmes, however, organisations launch into tackling their processes and tools with enthusiasm and vigour, but overlook the importance of people and behaviours. If businesses want to implement sustainable performance improvement, it is essential they first recognise that people are the key drivers in any change programme and that success depends on the organisation’s ability to cultivate the right environment for change.

To extract the best possible performance from any business, it is vital to strike the right balance between people and behaviours, processes and tools. Hitting the ‘sweet spot’ where these overlap is fundamental to facilitate lasting change. Not only must businesses address all three in equal measure but also approach them in the correct order; and that means people first.

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Event - Oliver Wight - Sponsoring the Supply Chain Forum

Oliver Wight are pleased to be sponsoring The Supply Chain Forum - an event providing senior industry professionals with access to new ideas, solutions and innovations to help take their departments and companies forward.

Lloyd Snowden, Managing Partner of Oliver Wight, will be hosting a series of one-to-one meetings throughout the day and during the evening events.  Lloyd will also be making a presentation, which will explore why achieving Supply Chain Excellence is now business critical.

Lloyd Snowden, Managing Partner of Oliver Wight, hosting breakfast table.

Opening address speaker -
Excellent talk on the economy saying it is all about confidence.
Things are not as black as they are being painted.

An Executive Guide to Performance Benchmarking

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Measure to improve

Extract from our Executive Guide.

A healthy supply chain is fundamental for business success. If not a revelation, it is a realisation that has well and truly dawned for companies of the recession generation. Whilst the world has certainly got much smaller, it has also become more complex, which means a real understanding of your supply chain is ever more critical. Making big decisions without full understanding of your supply chain is obviously a very risky business. Performance benchmarking allows you to identify precisely where you are – in absolute terms, and in relation to your competitors and peers – so you can then plan where you want to be, and how to get there. And the benefits need little explanation: improved customer service; increased productivity and efficiency; reduced cost, inventory and waste; lower capital requirement; enhanced portfolio development and management; reduced environmental impact; and improved competitive advantage.

  

 

"Providing best in-class service can halve your supply chain costs"

    
 
Whatever the industry, an optimised supply chain can be the difference between those organisations that succeed and those that do not. But if you don’t know how well you are performing, or what best-in-class performance looks like, how do you know where you can improve, or by how much? Ignorance is not bliss; in fact it’s a very dangerous practice. If your competitor’s supply chain is delivering better service than yours, you’ll find out eventually but unless you take the initiative, it might be the hard way. Critically, benchmarking your supply chain performance will allow you to identify performance gaps and provide a financial evaluation of the gains that can be made off the back of improvement action. And you can expect the potential savings to be many times the cost of benchmarking itself; gains typically run to £millions.

 

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20 questions you should ask about Integrated Business Planning - Part 2

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An Executive Guide to Integrated Business Planning
(Part 2)

 

 

	At what level of granualarity should you be planning for IBP?
	How does IBP exert control over the supply chain?
	Does IBP require a dedicated IT solution?
	How does globalisation and increase supply chain complexitiy impacted planning frequency?
	How does IBP allow for flexibility in supply chain planning?
	Can IBP optimise inventory?
	How long does it take?
	How much does it cost?
	What personnel do you need to commit to IBP?
	How do you get started?