Comprehensive workshop to transform your business planning.

Introduction

Your company does the budget, focuses on the year end, and then gets no visibility of the following year – until it is too late. Your company operates in an informal way, and you are frustrated by unrealistic plans, based on multiple sets of numbers, managed by too many spreadsheets, which results in unwelcome surprises. Yor company operates in an uncertain world, with an increasing product portfolio, increasing costs, consuming too much cash because you have too much inventory. You have dominant customers, difficult supply chains, and impatient shareholders to satisfy.

Come to this workshop to get visibility, control, and the ability to get back on track quickly when the landscape shifts around you.

Sales and Operations Planning was developed in the 1980’s as a process for balancing supply and demand at the aggregate level. It established a basic formal process.  It needs a single set of numbers based on a single set of numbers. It needs honesty, realism and trust for it to work. It needs changes in processes, systems and culture.

Integrated Business Planning (IBP) extends the concept further. It’s not just about the functions of Sales and Operations. It is the whole company.

Integrated Business Leadership (IBL) is about getting the process to run from the very top, delivering the Vision and Strategy. Top-down aspiration, bottom-up (re)planning, team-based execution.

This workshop shows how to tie all the plans of the business into one plan, identify the gaps against the strategic plan and provide the Executive Leadership Team with the information to take proactive decisions to achieve the business plan – in time to do something about it. We show how to create a rolling 36 month cash flow plan, at an aggregate level, each month (globally and locally) to get the company in control.

This workshop will help you design  the Integrated Business Planning process, and create robust supporting processes, systems and performance measures, built around a formal monthly meeting structure in order to make the right proactive decisions.

Workshop Program

  • What is Integrated Business Planning – history and now
  • What is the fundamental process – everyone does it but not necessarily in the right order
  • The underlying process steps – what is required to create the framework
    • Innovation Plan – New Stuff, and integration of all project plans
    • Demand Plan – creating an accurate and realistic demand plan based on assumptions
    • Supply Plan – creating an integrated supply plan across the whole chain
    • Financial Plan – make decisions based on an integrated financial plan
    • HR plan – make sure you have the right skills and motivation to achieve the strategy
    • IT Plan – create the single infrastructure to support your decisions
  • How to transform the organisation
    • Assessment
    • Cost/Benefit Analysis
    • Project organisation
    • Overcoming the emotional barriers to change
    • Education, Education and Education.

Who needs to attend

Directors wanting to transform the business, Managers wanting an organised life, Project Team Leaders and members working in a Transformation project wanting early results and a controlled environment. People wanting to get away from the tired old ways of working of Budget, Year End stress, Panic and continuous firefighting.

What the company will gain

Evidence shows a gain of 2-3 % of Revenue to the bottom line. More cash, better decisions, and more opportunity to survive in an uncertain world.

Managers and directors get improved visibility, improved communication and a more formal way of making decisions on handling changes to all plans. This allows more time to react to changes and make the right decisions.

The company will gain a real improvement in customer service, reduced inventory, lower cost, which all leads to a better ability to compete. Survival is an option. You do not have to change.

What the delegates will learn

Delegates will learn the relevance of the IBP process, why they should do it,  and undertand the interaction of systems, ways of working and cultural issues that need to change to make it happen.

They will learn how to set-up a really well-designed process which will enable the IBP cycle to start within 6-9 months.

They will learn how to overcome the standard barriers to change.

Course Leaders

Richard Watkins

Managing Director

Richard was part of a team in ICI Agrochemicals [now Syngenta] which implemented ‘MRP II’ and achieved Class ‘A’ across the word. The team improved Customer Service to > 98% and reduced inventory by 27%. They implemented the first Global Sales and Operations Planning process. Syngenta still operates the same process today. Read More

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