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

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.

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. 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.

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