Integrated Business Planning for High Performance Businesses

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Extract from the Oliver Wight Executive Guide




Today, Integrated Business Planning sits at the heart of many organisations as the management process that runs the entire business. 

Integrated Business Planning provides the perfect platform for innovation, creating opportunities for you to drive sales up and costs down. It allows you to allocate resources to the most productive activities and react swiftly to ever-changing market conditions, to meet customer demand in the most efficient and profitable way. 

The real power of Integrated Business Planning is in enabling effective decision-making to control the future direction of your company. It makes the critical link between the strategic plans of your business and current reality, acting as an early warning system for any performance gaps. 

Integrated Business Planning gives your senior executive team an accurate and holistic view of your business over a 24 to 36 month horizon. Unforeseen events can be detected early and addressed with speed and agility through planned actions rather than fire-fighting. Which means you’ll always remain on course to achieve your business goals.

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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?

Upcoming Dates for your Diaries

Conferences/Seminars/Forums

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The links will take you to the Oliver Wight EAME website.

The Supply Chain Forum

05 March 2013
Whittlebury Hall, Northamptonshire 

 Supply Chain Design and Optimization Webinar

11 April 2013
Global 

Integrated Business Planning Innovation Summit

25 April 2013
Jumeirah Carlton Tower, London, UK  

SAPICS 2013 Annual Conference & Exhibition

02 June 2013
Sun City, Johannesburg, South Africa

15th Annual Europe Supply Chain & Logistics Summit

25 June 2013
Berlin, Germany 

Sales and Operations Planning Innovation Summit

17 October 2013
Berlin, Germany 

20 questions you should ask about Integrated Business Planning - Part 1

To download full guide
click here

An Executive Guide to Integrated Business Planning
 (Part 1)

	What is Integrated Business Planning (IBP)?
	What are the principle goals of IBP?
	What are the biggest challenges implementing IBP?
	Who in the organisation owns the IBP process?
	How is the success of IBP measured?
	Is IBP only suitable for organisations of a certain size or level of planning sophistication?
	What are the key factors to consider in establishing a successful IBP process?
	How does the monthly IBP review process work?
	How do you decide which information is critical to the IBP process?
	How do you make sure data for IBP is clean, accurate and current?

Supply Chain Design & Optimization - Building Supply Chain Relationships

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Extract from the Wight Paper.

With continued economic uncertainty and increasing global competition, the customer remains king. Whilst money may be tight, there seems no let up in consumer demand for superior service, increased value and competitive price. Inevitably, this brings ever-greater pressure for efficiency gains and performance improvement. The health of an organisation depends more than ever on its ability to successfully meet the needs of its customers. In today's business environment, this cannot be achieved merely through internal business improvement; it is dependent on optimisation of the entire supply chain.

New Oliver Wight EAME Workshop Brochure - 2013 Dates

 

More than ever, the health of an organisation depends on its ability to successfully meet the needs of customers. As demand for superior service, greater value and competitive pricing increases, businesses have to optimize performance not only within their own four walls, but up and down the supply chain too. In the headlong rush for improvement, companies often launch in to tackling processes and the corresponding tools with enthusiasm and vigour, but overlook the importance of people and behaviours. This is why we’ve developed a suite of educational workshops, designed with you and your people at the centre.

Building on popular workshops from previous years, our 2013 programme is packed with the latest thought-leading methodology and practice, and industry insight. With refreshed content and a renewed focus, you will find old favourites updated for today’s business environment, alongside the introduction of some exciting new workshops.

Click here to view the Digital Workshop Brochure.

Integrated Business Planning (IBP)

Today, at the leading edge of management thinking and practice, Integrated Business Planning (IBP) extends the concepts established by S&OP to all aspects of company planning and execution; from the boardroom to operational levels. IBP can most simply be described as advanced sales and operations planning (S&OP) but integration is what distinguishes IBP from its predecessor and it brings a truly strategic perspective. S&OP was originated by Oliver Wight more than twenty-five years ago and even in its purest form, S&OP has its short-comings in today’s business environment. If S&OP is a process designed for the supply chain to plan the factory (or factories), then IBP is designed for the executive team to plan the entire business - and in a fully integrated way.