The Transition from Sales and Operations Planning to Integrated Businessnning 2/e

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

"Every executive who thinks he or she has control of their business should read this book. In working with George Palmatier, I used Integrated Business Planning to bring the entire executive team together to focus on delivering the turnaround of our business." --Torkel Rhenman, Executive Vice President, LyondellBasell "George and Colleen get to the core behaviors that enable the transition from Sales and Operations Planning to Integrated Business Planning. This transition makes it possible to effectively operationalize strategies and investments in an aligned way." --Marc Bergeron, Principal, Oliver Wight Americas