The transition from sales and operations planning to integrated business planning : practices and principles /

"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 tran...

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Bibliographic Details
Main Authors:	Palmatier, George E. (Author), Crum, Colleen, 1953- (Author)
Format:	Book
Language:	English
Published:	Plantation, FL : J. Ross Publishing, [2023]
Edition:	Second edition.
Subjects:	Business planning. Production management. Production > Gestion. Business planning Production management

Table of Contents:

Machine generated contents note: 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.