Transition from Sales and Operations Planning to Integrated Business Planning: Practices and Principles, Second Edition

  • 3h 25m
  • Colleen Crum, George Palmatier
  • J. Ross Publishing
  • 2022

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.

About the Author

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.

In this Book

  • Foreword
  • The Company and Players
  • Prologue
  • The Proposition
  • The First Step
  • Common Understanding
  • Stuck
  • The Difference between Sales and Operations Planning and Integrated Business Planning
  • Consensus on the Basics
  • Connection to Execution
  • Integrated Business Planning as the Primary way to Manage the Business
  • Revisiting Consensus
  • Implementation
  • Getting Started
  • Good Decision Making in Difficult Times
  • Epilogue—Linking Strategy and Strategic Thinking into IBP
  • Endnotes
  • Introduction
  • Accountability
  • Aggregate Planning
  • Align, Integrate, Synchronize
  • Annual Planning
  • Behaviors
  • Change and Transformation
  • Collaboration
  • Communication
  • Consensus
  • Control of the Business
  • Customer Focus
  • Decision Making
  • Demand Management
  • Disciplined, Regular, and Routine
  • Do What You say You are Going to Do
  • Financial Perspective
  • Fundamental Management Principles and Behaviors (Also Known as George's Principles)
  • Improvement Methodology
  • Information Technology
  • Integrated Business Planning
  • Integrated Management
  • Issue Management
  • Leadership
  • Learnings
  • Life Skills
  • Longer Term Focus
  • Performance and Measures
  • Person in Charge
  • Planning
  • Product and Portfolio Management
  • Respect
  • Request for Product
  • Risk Management
  • Scenario Planning
  • Strategic Thinking and Strategic Management
  • Time
  • Trust
  • Truth
  • Bibliography (For Story and Principles)
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