the primary business process
Introduction
Most companies don’t have a problem with planning, in fact many companies have multiple sets of plans – Demand, Supply, Development, Finance (AOP) and Strategic. The issue is often not planning it is integration – in other words ‘one set of numbers’. Sales and Operations Planning was developed in the 80’s as a process that was primarily focused upon the balancing of demand and supply at an aggregate level. Over the last 35 years S&OP has evolved and developed into what today is known as Integrated Business Planning. In the 90’s New product Development/Launch and Financial Planning (AOP) were integrated into the basic demand and supply balancing. Since then further evolution has occurred which now makes IBP a holistic integrated business planning process.
As well as product Portfolio, Demand, Supply and Financial plans IBP integrates people development, IT and other project office management activities along with forward looking scenario planning and the execution of the Strategic Plan.
The Course will show how all these plans can be integrated into one executive lead, decision making process driven by a balanced scorecard of performance measures (KPI’s) and critical success factors (CSF’s). It will also show the most effective path for IBP (S&OP) development, evolution and implementation.
- Course Programme
- Who Should Attend?
- What the Company will Gain
- What the Delegate will Learn
- Integrated Business Planning
- Course Leader
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The case for Integrated Business Planning
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The full IBP monthly process
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The process steps (Product, Demand, Supply, People development, Finance and the Leadership Team Review)
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Performance measures and critical success factors
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Development and implementation
The Course is designed for the CEO/MD and Leadership Team of companies who want to learn more about best practice IBP/S&OP and understand how IBP might be able to transform their company’s performance. Those managers who are active participants or orchestrate (facilitate) the overall process or the ‘steps’ within that process will also gain an insight into best practice design and development.
DMi Strategic Planning
The development of an effective Integrated Business Planning process will deliver greater management visibility allowing effective execution of the Strategic and Financial (AOP) plans. It will enable full integration of strategic, operational and tactical plans across the end to end supply chain. Typically customer service will improve giving rise to anything between a 2% and 5% sales growth, with typically an inventory reduction of 15% – 30% and an increased in productivity of 2%-5%.
Delegates will learn the latest thought leadership on best practice IBP development and implementation. It will enable them to develop a company specific application of IBP and to become change agents for the IBP process and critically important culture and behaviour challenges. They will gain the understanding that IBP is not a systems solution, or a supply chain process it is a critical business management process. That creates visibility of ‘gaps’ and enables decision to close those gaps or open up positive growth opportunities
Since its original definition S&OP in the 80’s Dave Manning has been involved as a practitioner or pioneer in its evolution and development to what is now referred at as IBP. His thought leadership on how IBP can embrace strategic execution, scenario planning and leadership development have significantly contributed to the IBP ‘state of the art’. IBP is a journey not a destination.
Dave Manning – DM Integration
Dave Manning: DMi Director
A prime mover in getting a division of Rolls Royce to Class “A” in the 1980’s, he has huge experience as an inspirational educator to many companies across many continents in how to bring change through implementing Integrated Business Leadership. Recently he has spent 18 years in Oliver Wight, 5 year with The Delos Partnership and now, his own company, DM Integration Limited.