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. 

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.

What’s the best way to cope with a crisis?

How to make chronic inventory issues a thing of the past. 

Does your IBP process have rhythm or arrhythmia?

Eric Deutsch and Timm Reiher answer questions they are frequently asked about the schedule and cadence of Integrated Business Planning (IBP).

The topics covered include:

•       The typical review meeting schedule
•       The pre-tasks required to ensure effective reviews
•       Is it okay to skip reviews
•       What happens when reviews are combined
•       The disadvantages of conducting IBP quarterly instead of monthly

After reading this white paper, you will be able to assess the rhythm of your IBP process and whether improvements are needed.

If your company is just starting to operate IBP, you will know the cadence pitfalls to avoid in designing the IBP process.