Organizations have problems when senior business executives are involved in troubleshooting everyday issues. Even if a company engages in strategic planning processes like Integrated Business Planning (IBP), it won’t get the expected results without proper execution at lower levels. 

Uncertainty regarding whether Trump will actually impose the tariffs he has proposed is a matter of intense speculation.

Conventional metrics, like cost and annual spend, have historically guided supplier performance evaluations, but they miss the true operational risks posed by potential disruptions.

Tolls charged for naval ships crossing the canal are based on the amount of water used and the type of ship, Mulino said.

The Suez Canal is a vital source of foreign exchange for the $380 billion Egyptian economy, whose currency slid to a record low in the past month.

Three Panamanian ex-presidents and Mexico’s new president, Claudia Sheinbaum, expressed solidarity with Mulino.

Software alone can’t fully address the need for visibility. Companies need to expand their data sets by integrating functional and regional silos and formalizing supplier and vendor reporting.

Are low staff and dispatcher-to-driver ratios and high costs impacting your top- and bottom-line? Are inefficient, error-prone and manual processes preventing you from scaling? Are you struggling to meet increasing levels of visibility, connectivity and data accuracy?

In the third white paper of our series, “Deploying Strategy with Integrated Business Planning,” we illustrate how demand planning should drive the business.

This white paper demonstrates the principles of connecting strategy to plans and execution in each business function using Integrated Business Planning (IBP) as the means of deployment.