Integrated Business Planning (IBP) is not new; it is just another name of a mature S&OP process. Comparing forecasts to the operating budget, aligning tactical plans to strategic plans, having a portfolio management process, and going over alternative scenarios for better decisions have always been the vital components of S&OP. The interest of businesses will be best served if vendors put their energy in improving the S&OP technology than in promoting it as a new and improved process technology. PATRICK BOWER | Mr. Bower is Senior Director, Corporate Planning & Customer Service at Combe Incorporated, producer of high quality personal care products. A frequent writer and speaker on supply chain subjects, he is a recognized demand planning and S&OP expert and a self-professed “S&OP geek. Prior to that, he was a Practice Manager of Supply Chain Planning at a boutique supply chain consulting firm, where his client list included Diageo, Bayer, Unilever, Glaxo Smith Kline, Pfizer, Foster Farms, Farley s and Sather, Cabot Industries, and American Girl. His experience also includes employment at Cadbury, Kraft Foods, Unisys, and Snapple. He also worked for the supply chain software ...

From Issue: Spring 2012
(Spring 2012)

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Integrated Business Planning: Is It a Hoax or Here to Stay?