Do you create an Annual Budget, focus on the year end, panic as you can’t make it, and then beg for forgiveness from shareholders and bosses? Does your company operate in an informal way? Are you frustrated by unrealistic plans, based on multiple sets of numbers, managed by multiple spread sheets, which results in unwelcome surprises? Then this workshop is for you!

Sales and Operations Planning was developed in the 1980’s as a process for balancing supply and demand. Based on over 30 years experience we have developed ‘Integrated Business Leadership’ (IBL).

Integrated Business Planning  (IBP) creates a plan for the whole company – it is nothing to do with maturity! It is one plan based on one version of the truth. That is one part.

IBL extends this concept further to make sure the process is driven fromthe very top, and throughout the supply chain, product and customer portfolios, customer demand and strategic planning, to deliver one seamless management process, led by the CEO. Top down aspiration, bottom-up (re)planning and team-based execution.


We show its origins from balancing supply and demand and inventory management through to a holistic programme for managing the whole business with integrated systems, processes and behaviours. We show what it is, how it works, and how to implement it. It is based on practical experience with practical workshops. No matter which industry you’re in, when done properly, IBL can deliver huge value to your business, saving you time and the company money

The need for IBL

We show why IBL is an answer to the old routines for planning and managing a business.  Thus too many companies develop a budget, fix on that plan, and focus on the year end. There is zero visibility for the rest of the supply chain into the following year until the budget is “put to bed” – sometimes a month before the year end.

We show why and how  IBL is a means of creating better visibility, less fire fighting, and more proactive management. We look to establish a 36 month rolling horizon, that links volumes and finance, based on realistic assumptions.

We show how it provides a more organised way of making decisions in a changing landscape.

Structuring IBL

We show how to create the basic process. We show and explain the basic data for the process – families, sales forecast, supply and financial plans – so that  they are all brought together into one plan. We explain how  a formal monthly meeting structure based around our unique seven-step process will create an organised way of working.  We detail all of the stages, together with the inputs, agendas, outputs, measures, behavious and organisation. Its like an orchestra.

IBL process and performance measures

Many companies operate with conflicting performance measures, which leads to conflicting behaviours. We provide best practice advice for the steps in the process – innovation, demand, supply and support, together with the appropriate performance measures that support each step – using the Delos selected seven KPIs, and supporting performance measures. These measures will drive delivery of better return on capital employed, and engage everyone as a team since the measures drive team-based behaviour.


Discover how IBL makes the decision-making process easier, by identifying the right issues through our  seven-step process. We show how ‘what-ifs’ help make decisions far more effective for the Executive Team to decide on the right course of action. We show how to identify gaps to budget and strategy and how formally to resolve the issues around achieving the numbers.

Getting rid of the tortuous budget “process”

An effective IBL process can put together the budget in a 15 day cycle, or get rid of it along with the unnecessary work involved in managing the complex budgetary process. Be roughly right rather than precisely wrong.

Implementation and avoiding pitfalls

The Delos Partnership have a formal process for implementing IBL that is built around a tried and tested methodology. Start with an assessment, then educate your senior team, develop the project resources required, kick the process off and start getting benefits within 3-6 months. Learn the key factors for success and avoid the pitfalls along the way. Education, education, education.

We also provide templates for the process and a thorough information pack to help you implement, including our unique Policies and Procedures template.

Who should attend?

CEOs, managing directors, senior managers, who are wanting to get away from old traditional ways of working, and want processes fit for the 21st century and beyond. Project leaders and team members who are wanting to transform the performance of their organisation through a transformation programme, and who want to ensure that the business has an up-to-date operating framework.

Those directors and managers who are engaged in developing cross-functional and team based decision-making processes wanting to get away from silo-based, functional behaviour.

How will the company benefit?

Development of the process leads to improved visibility, improved communication and a more formal way of handling changes to all plans. Ultimately it leads to better customer service, improved shareholder returns and better cashflow planning and management.

As a result the company will gain increased sales – normally around 2-5%. In addition clients typically achieve 15 – 30% less inventory, and 2 – 5% reduction in overheads through less fire fighting and expediting. Profits will increase by around 2 % of sales and cash flow will improve.

Fundamentally the CEO and senior team will get a handle on their business, and the ability to deliver the long-term strategy.

What will you learn?

  • Why your business needs Integrated Business Leadership (IBL)
  • How to better manage innovation, demand, supply and financial planning with one set of numbers
  • How to tie all your business plans into one volume and value plan
  • How to develop your vision and strategy
  • How to identify gaps honestly and realistically
  • How to provide your Executive Team with the information to take proactive decisions to achieve the business plan.
  • How to establish the IBL process and make it work
  • How to avoiding the pitfalls that prevent the effective implementation of IBL/IBP
  • How to develop and apply effective performance measurement to improve the effectiveness of your business.

In-company training

This course can also be delivered exclusively for your team. In-company training ensures everyone is up to best practice standard and you’ll benefit from a more open environment to discuss your most pressing issues.

Get in touch with our Development team at helliedullehan@delospartnership.com to find out more.

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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