head of integrated business planning

Ralph Lauren

Career opportunity, head of integrated business planning technology, next generation transformation.

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Company Description

Position Overview

Essential Duties & Responsibilities

• Partner with business leadership and consulting partners to align on a roadmap to implement global aligned process and technology for the IBP program.
• Lead the cross-functional resource team including other IT teams, business & consulting partners along with solution partners to understand requirements, designing, building Functional Specifications, and testing/deployments for the IBP program with a keen eye on aligning globally.
• Lead the teams to analyze, document and understand the integration of IBP functionalities with the other IT domains including ERP, Logistics, Line Planning etc and manage the integration efforts partnering with the other IT leads  
• Partner with the change management team to ensure all the impacted users receive the necessary training, communication & documentation to ensure business continuity.
• Partner with the data analytics team to ensure all reporting needs and captured and align on the plan for rollout of the same along with the system rollouts for the program.
• Communicate regularly with Steering Committee, project team members, and representatives from various functional and/or technical teams, including escalating any matters that require additional attention and consideration.
• Responsible for end-to-end testing to ensure system reliability and performance, through both execution and coordination of required test resources across the IBP landscape and other impacted systems. Ensure thorough testing of solutions, troubleshoot issues and implement timely resolutions and escalate as necessary.
• Oversee the project management functions related to the IBP IT workstream. This includes establishing and maintaining standards along with processes for project management, ensuring the project is delivered on time, within budget, and meeting quality standards. Responsible for project planning, risk management, and reporting to senior management on project status and performance
• Become the IBP functional and technical authority within the company.
• Partner with IT leadership to establish a practical, scalable model for long term support and maintenance of the IBP platforms globally.
• Independently and collaboratively lead workstreams focused on improvement, optimization, and transformation of processes including implementing leading practice workflows, addressing deficits in quality, and driving operational outcomes.
• Maintain and use contacts throughout the organization, industry, and other professional organizations to maintain and improve the ERP solutions.

Experience, Skills, and Knowledge

• Bachelor's degree, preferably in Computer Science, Information Technology, Computer Engineering, or related IT discipline; or equivalent experience.
• Expert in the Retail/Apparel IT domain with experience with implementing solutions in Merch Financial/Assortment/Buy Planning systems.
• Strong analytical and problem-solving skills
• Experience implementing new business processes and driving organizational change.
• Demonstrated skills interacting at various levels of an organization.
• Ability to set expectations, explain and champion detailed technical concepts to peers, management, business team and solution partners.
• Ability to travel globally, based on project requirements.
• Proven ability to work with cross-functional teams across various time zones (i.e. Europe/Middle East, Asia, Americas)
• Strong interpersonal, organizational and communication skills
• Executive level presence
• Strong project management and facilitation skills
• Expertise in software delivery best practices

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A better way to drive your business

Managing the availability of supply to meet volatile demand has never been easy. Even before the unprecedented challenges created by the COVID-19 pandemic and the war in Ukraine, synchronizing supply and demand was a perennial struggle for most businesses. In a survey of 54 senior executives, only about one in four believed that the processes of their companies balanced cross-functional trade-offs effectively or facilitated decision making to help the P&L of the full business.

That’s not because of a lack of effort. Most companies have made strides to strengthen their planning capabilities in recent years. Many have replaced their processes for sales and operations planning (S&OP) with the more sophisticated approach of integrated business planning (IBP), which shows great promise, a conclusion based on an in-depth view of the processes used by many leading companies around the world (see sidebar “Understanding IBP”). Assessments of more than 170 companies, collected over five years, provide insights into the value created by IBP implementations that work well—and the reasons many IBP implementations don’t.

Understanding IBP

Integrated business planning is a powerful process that could become central to how a company runs its business. It is one generation beyond sales and operations planning. Three essential differentiators add up to a unique business-steering capability:

• Full business scope. Beyond balancing sales and operations planning, integrated business planning (IBP) synchronizes all of a company’s mid- and long-term plans, including the management of revenues, product pipelines and portfolios, strategic projects and capital investments, inventory policies and deployment, procurement strategies, and joint capacity plans with external partners. It does this in all relevant parts of the organization, from the site level through regions and business units and often up to a corporate-level plan for the full business.
• Risk management, alongside strategy and performance reviews. Best-practice IBP uses scenario planning to drive decisions. In every stage of the process, there are varying degrees of confidence about how the future will play out—how much revenue is reasonably certain as a result of consistent consumption patterns, how much additional demand might emerge if certain events happen, and how much unusual or extreme occurrences might affect that additional demand. These layers are assessed against business targets, and options for mitigating actions and potential gap closures are evaluated and chosen.
• Real-time financials. To ensure consistency between volume-based planning and financial projections (that is, value-based planning), IBP promotes strong links between operational and financial planning. This helps to eliminate surprises that may otherwise become apparent only in quarterly or year-end reviews.

An effective IBP process consists of five essential building blocks: a business-backed design; high-quality process management, including inputs and outputs; accountability and performance management; the effective use of data, analytics, and technology; and specialized organizational roles and capabilities (Exhibit 1). Our research finds that mature IBP processes can significantly improve coordination and reduce the number of surprises. Compared with companies that lack a well-functioning IBP process, the average mature IBP practitioner realizes one or two additional percentage points in EBIT. Service levels are five to 20 percentage points higher. Freight costs and capital intensity are 10 to 15 percent lower—and customer delivery penalties and missed sales are 40 to 50 percent lower. IBP technology and process discipline can also make planners 10 to 20 percent more productive.

When IBP processes are set up correctly, they help companies to make and execute plans and to monitor, simulate, and adapt their strategic assumptions and choices to succeed in their markets. However, leaders must treat IBP not just as a planning-process upgrade but also as a company-wide business initiative (see sidebar “IBP in action” for a best-in-class example).

IBP in action

One global manufacturer set up its integrated business planning (IBP) system as the sole way it ran its entire business, creating a standardized, integrated process for strategic, tactical, and operational planning. Although the company had previously had a sales and operations planning (S&OP) process, it had been owned and led solely by the supply chain function. Beyond S&OP, the sales function forecast demand in aggregate dollar value at the category level and over short time horizons. Finance did its own projections of the quarterly P&L, and data from day-by-day execution fed back into S&OP only at the start of a new monthly cycle.

The CEO endorsed a new way of running regional P&Ls and rolling up plans to the global level. The company designed its IBP process so that all regional general managers owned the regional IBP by sponsoring the integrated decision cycles (following a global design) and by ensuring functional ownership of the decision meetings. At the global level, the COO served as tiebreaker whenever decisions—such as procurement strategies for global commodities, investments in new facilities for global product launches, or the reconfiguration of a product’s supply chain—cut across regional interests.

To enable IBP to deliver its impact, the company conducted a structured process assessment to evaluate the maturity of all inputs into IBP. It then set out to redesign, in detail, its processes for planning demand and supply, inventory strategies, parametrization, and target setting, so that IBP would work with best-practice inputs. To encourage collaboration, leaders also started to redefine the performance management system so that it included clear accountability for not only the metrics that each function controlled but also shared metrics. Finally, digital dashboards were developed to track and monitor the realization of benefits for individual functions, regional leaders, and the global IBP team.

A critical component of the IBP rollout was creating a company-wide awareness of its benefits and the leaders’ expectations for the quality of managers’ contributions and decision-making discipline. To educate and show commitment from the CEO down, this information was rolled out in a campaign of town halls and media communications to all employees. The company also set up a formal capability-building program for the leaders and participants in the IBP decision cycle.

Rolled out in every region, the new training helps people learn how to run an effective IBP cycle, to recognize the signs of good process management, and to internalize decision authority, thresholds, and escalation paths. Within a few months, the new process, led by a confident and motivated leadership team, enabled closer company-wide collaboration during tumultuous market conditions. That offset price inflation for materials (which adversely affected peers) and maintained the company’s EBITDA performance.

Our research shows that these high-maturity IBP examples are in the minority. In practice, few companies use the IBP process to support effective decision making (Exhibit 2). For two-thirds of the organizations in our data set, IBP meetings are periodic business reviews rather than an integral part of the continuous cycle of decisions and adjustments needed to keep organizations aligned with their strategic and tactical goals. Some companies delegate IBP to junior staff. The frequency of meetings averages one a month. That can make these processes especially ineffective—lacking either the senior-level participation for making consequential strategic decisions or the frequency for timely operational reactions.

Finally, most companies struggle to turn their plans into effective actions: critical metrics and responsibilities are not aligned across functions, so it’s hard to steer the business in a collaborative way. Who is responsible for the accuracy of forecasts? What steps will be taken to improve it? How about adherence to the plan? Are functions incentivized to hold excess inventory? Less than 10 percent of all companies have a performance management system that encourages the right behavior across the organization.

By contrast, at the most effective organizations, IBP meetings are all about decisions and their impact on the P&L—an impact enabled by focused metrics and incentives for collaboration. Relevant inputs (data, insights, and decision scenarios) are diligently prepared and syndicated before meetings to help decision makers make the right choices quickly and effectively. These companies support IBP by managing their short-term planning decisions prescriptively, specifying thresholds to distinguish changes immediately integrated into existing plans from day-to-day noise. Within such boundaries, real-time daily decisions are made in accordance with the objectives of the entire business, not siloed frontline functions. This responsive execution is tightly linked with the IBP process, so that the fact base is always up-to-date for the next planning iteration.

A better plan for IBP

In our experience, integrated business planning can help a business succeed in a sustainable way if three conditions are met. First, the process must be designed for the P&L owner, not individual functions in the business. Second, processes are built for purpose, not from generic best-practice templates. Finally, the people involved in the process have the authority, skills, and confidence to make relevant, consequential decisions.

Design for the P&L owner

IBP gives leaders a systematic opportunity to unlock P&L performance by coordinating strategies and tactics across traditional business functions. This doesn’t mean that IBP won’t function as a business review process, but it is more effective when focused on decisions in the interest of the whole business. An IBP process designed to help P&L owners make effective decisions as they run the company creates requirements different from those of a process owned by individual functions, such as supply chain or manufacturing.

One fundamental requirement is senior-level participation from all stakeholder functions and business areas, so that decisions can be made in every meeting. The design of the IBP cycle, including preparatory work preceding decision-making meetings, should help leaders make general decisions or resolve minor issues outside of formal milestone meetings. It should also focus the attention of P&L leaders on the most important and pressing issues. These goals can be achieved with disciplined approaches to evaluating the impact of decisions and with financial thresholds that determine what is brought to the attention of the P&L leader.

The aggregated output of the IBP process would be a full, risk-evaluated business plan covering a midterm planning horizon. This plan then becomes the only accepted and executed plan across the organization. The objective isn’t a single hard number. It is an accepted, unified view of which new products will come online and when, and how they will affect the performance of the overall portfolio. The plan will also take into account the variabilities and uncertainties of the business: demand expectations, how the company will respond to supply constraints, and so on. Layered risks and opportunities and aligned actions across stakeholders indicate how to execute the plan.

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Trade-offs arising from risks and opportunities in realizing revenues, margins, or cost objectives are determined by the P&L owner at the level where those trade-offs arise—local for local, global for global. To make this possible, data visible in real time and support for decision making in meetings are essential. This approach works best in companies with strong data governance processes and tools, which increase confidence in the objectivity of the IBP process and support for implementing the resulting decisions. In addition, senior leaders can demonstrate their commitment to the value and the standards of IBP by participating in the process, sponsoring capability-building efforts for the teams that contribute inputs to the IBP, and owning decisions and outcomes.

Fit-for-purpose process design and frequency

To make IBP a value-adding capability, the business will probably need to redesign its planning processes from a clean sheet.

First, clean sheeting IBP means that it should be considered and designed from the decision maker’s perspective. What information does a P&L owner need to make a decision on a given topic? What possible scenarios should that leader consider, and what would be their monetary and nonmonetary impact? The IBP process can standardize this information—for example, by summarizing it in templates so that the responsible parties know, up front, which data, analytics, and impact information to provide.

Second, essential inputs into IBP determine its quality. These inputs include consistency in the way planners use data, methods, and systems to make accurate forecasts, manage constraints, simulate scenarios, and close the loop from planning to the production shopfloor by optimizing schedules, monitoring adherence, and using incentives to manufacture according to plan.

Determining the frequency of the IBP cycle, and its timely integration with tactical execution processes, would also be part of this redesign. Big items—such as capacity investments and divestments, new-product introductions, and line extensions—should be reviewed regularly. Monthly reviews are typical, but a quarterly cadence may also be appropriate in situations with less frequent changes. Weekly iterations then optimize the plan in response to confirmed orders, short-term capacity constraints, or other unpredictable events. The bidirectional link between planning and execution must be strong, and investments in technology may be required to better connect them, so that they use the same data repository and have continuous-feedback loops.

Authorize consequential decision making

Finally, every IBP process step needs autonomous decision making for the problems in its scope, as well as a clear path to escalate, if necessary. The design of the process must therefore include decision-type authority, decision thresholds, and escalation paths. Capability-building interventions should support teams to ensure disciplined and effective decision making—and that means enforcing participation discipline, as well. The failure of a few key stakeholders to prioritize participation can undermine the whole process.

Decision-making autonomy is also relevant for short-term planning and execution. Success in tactical execution depends on how early a problem is identified and how quickly and effectively it is resolved. A good execution framework includes, for example, a classification of possible events, along with resolution guidelines based on root cause methodology. It should also specify the thresholds, in scope and scale of impact, for operational decision making and the escalation path if those thresholds are met.

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In addition to guidelines for decision making, the cross-functional team in charge of executing the plan needs autonomy to decide on a course of action for events outside the original plan, as well as the authority to see those actions implemented. Clear integration points between tactical execution and the IBP process protect the latter’s focus on midterm decision making and help tactical teams execute in response to immediate market needs.

An opportunity, but no ‘silver bullet’

With all the elements described above, IBP has a solid foundation to create value for a business. But IBP is no silver bullet. To achieve a top-performing supply chain combining timely and complete customer service with optimal cost and capital expenditures, companies also need mature planning and fulfillment processes using advanced systems and tools. That would include robust planning discipline and a collaboration culture covering all time horizons with appropriate processes while integrating commercial, planning, manufacturing, logistics, and sourcing organizations at all relevant levels.

As more companies implement advanced planning systems and nerve centers , the typical monthly IBP frequency might no longer be appropriate. Some companies may need to spend more time on short-term execution by increasing the frequency of planning and replanning. Others may be able to retain a quarterly IBP process, along with a robust autonomous-planning or exception engine. Already, advanced planning systems not only direct the valuable time of experts to the most critical demand and supply imbalances but also aggregate and disaggregate large volumes of data on the back end. These targeted reactions are part of a critical learning mechanism for the supply chain.

Over time, with root cause analyses and cross-functional collaboration on systemic fixes, the supply chain’s nerve center can get smarter at executing plans, separating noise from real issues, and proactively managing deviations. All this can eventually shorten IBP cycles, without the risk of overreacting to noise, and give P&L owners real-time transparency into how their decisions might affect performance.

P&L owners thinking about upgrading their S&OP or IBP processes can’t rely on textbook checklists. Instead, they can assume leadership of IBP and help their organizations turn strategies and plans into effective actions. To do so, they must sponsor IBP as a cross-functional driver of business decisions, fed by thoughtfully designed processes and aligned decision rights, as well as a performance management and capability-building system that encourages the right behavior and learning mechanisms across the organization. As integrated planning matures, supported by appropriate technology and maturing supply chain–management practices, it could shorten decision times and accelerate its impact on the business.

Elena Dumitrescu is a senior knowledge expert in McKinsey’s Toronto office, Matt Jochim is a partner in the London office, and Ali Sankur is a senior expert and associate partner in the Chicago office, where Ketan Shah is a partner.

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To improve your supply chain, modernize your supply-chain IT

Supply-chain resilience: Is there a holy grail?

Imagine a symphony orchestra where each musician plays their own tune without listening to others. The result would be chaotic and dissonant, right? Similarly, in the business world, when decision-making happens in silos and planning processes are disconnected, it’s like having a group of individuals playing their own instruments without any coordination. The harmony is lost, and the organization becomes inefficient, misses opportunities, and struggles to keep up with the fast-paced market.

Integrated Business Planning (IBP) addresses these challenges by providing a comprehensive framework that integrates strategic, operational and financial planning, analysis, and reporting to drive better business outcomes.   A retail company experiences a sudden surge in online sales due to a viral social media campaign. Integrated planning incorporates supply chain planning, demand planning, and demand forecasts so the company can quickly assess the impact on inventory levels, supply chain logistics, production plans, and customer service capacity. By having real-time data at their fingertips, decision-makers can adjust their strategies, allocate resources accordingly, and capitalize on the unexpected spike in demand, ensuring customer satisfaction while maximizing revenue.   This blog explores the significance of IBP in today’s modern business landscape and highlights its key benefits and implementation considerations.

Integrated Business Planning (IBP) is a holistic approach that integrates strategic planning, operational planning, and financial planning within an organization. IBP brings together various functions, including sales, marketing, finance, supply chain, human resources, IT and beyond to collaborate across business units and make informed decisions that drive overall business success. The term ‘IBP’ was introduced by the management consulting firm Oliver Wight to describe an evolved version of the sales and operations planning (S&OP process) they originally developed in the early 1980s.

1. Strategic planning

Integrated Business Planning starts with strategic planning. The management team defines the organization’s long-term goals and objectives. This includes analyzing market trends, competitive forces, and customer demands to identify opportunities and threats. Strategic planning sets the direction for the entire organization and establishes the foundation for subsequent planning roadmap.

2. Operational planning

Operational planning focuses on translating strategic goals into actionable plans at the operational level. This involves breaking down the strategic objectives into specific targets and initiatives that different departments and functions need to execute.

For example, the sales department might develop a plan to enter new markets or launch new products, while the supply chain department focuses on inventory optimization and ensuring efficient logistics. The key is to align operational plans with the broader strategic objectives to ensure consistency and coherence throughout the organization.

3. Financial planning

Financial planning ensures that the organization’s strategic and operational plans are financially viable. It involves developing detailed financial projections, including revenue forecasts, expense budgets, and cash flow forecasts. By integrating financial planning with strategic and operational planning, organizations can evaluate financial profitability, identify potential gaps or risks, and make necessary adjustments to achieve financial targets.

 4. Cross-functional collaboration

A fundamental aspect of IBP is the collaboration and involvement of various functions and departments within the organization. Rather than working in isolation, departments such as sales, marketing, finance, supply chain, human resources, and IT come together to share information, align objectives, and make coordinated decisions.

5. Data integration and analytics

IBP relies on the integration of data from different sources and systems. This may involve consolidating data from enterprise resource planning (ERP) systems, customer relationship management (CRM) systems, supply chain management systems, and other relevant sources. Advanced analytics and business intelligence tools are utilized to analyze and interpret the data, uncovering insights and trends that drive informed decision-making.

6. Continuous monitoring and performance management

The Integrated Business Planning process requires continuous monitoring of performance against plans and targets. Key performance indicators (KPIs) are established to measure progress and enable proactive management. Regular performance reviews and reporting enable organizations to identify deviations, take corrective actions, and continuously improve their planning processes.

By integrating strategic, operational, and financial planning organizations can unlock the full potential of IBP and drive business success and achieve their goals.

Enhanced decision-making

IBP facilitates data-driven decision-making by providing real-time insights into various aspects of the business. By bringing together data from various departments, organizations can develop a holistic view of their operations, enabling them to make better-informed decisions.

Improved alignment

By aligning strategic objectives with operational plans and financial goals, IBP ensures that every department and employee is working towards a common vision. This alignment fosters synergy and drives cross-functional collaboration.

Agility and responsiveness

In the rapidly changing business landscape, agility is crucial. IBP allows organizations to quickly adapt to market shifts, demand fluctuations, and emerging opportunities. By continuously monitoring and adjusting plans, businesses can remain responsive and seize competitive advantages.

Optimal resource allocation

Integrated Business Planning enables organizations to optimize resource allocation across different functions. It helps identify bottlenecks, allocate resources effectively, and prioritize initiatives that yield the highest returns, leading to improved efficiency and cost savings.

Risk management

IBP facilitates proactive risk management by considering various scenarios and identifying potential risks and opportunities. By analyzing data and conducting what-if analyses, companies can develop contingency plans and mitigate risks before they materialize.

Implementing an effective IBP process requires careful planning and execution that may require substantial effort and a change of management, but the rewards are well worth it. Here are some essential strategic steps to consider:

1. Executive sponsorship

Establish leadership buy-in; gain support from top-level executives who understand the value of Integrated Business Planning and can drive the necessary organizational changes. Leadership commitment, led by CFO, is crucial for successful implementation.

2. Continuous improvement

Continuously monitor and adjust; implement mechanisms to monitor performance against plans and targets. Regularly review key performance indicators (KPIs), conduct performance analysis, and generate timely reports and dashboards. Identify deviations, take corrective actions, and continuously improve the planning processes based on feedback and insights.

3. Integration of people and technology

To foster cross-functional collaboration, the organization must identify key stakeholders, break down silos, and encourage open communication among departments. Creating a collaborative culture that values information sharing and collective decision-making is essential.

Simultaneously, implementing a robust data integration system, encompassing ERP, CRM, and supply chain management systems, ensures seamless data flow and real-time updates. User-friendly interfaces, data governance, and training provide the necessary technological support. Combining these efforts cultivates an environment of collaboration and data-driven decision-making, boosting operational efficiency and competitiveness.

4. Technology

Implement advanced analytics and business intelligence solutions to streamline and automate the planning process and assist decision-making capabilities. These solutions provide comprehensive functionality, data integration capabilities, scenario planning and modeling, and real-time reporting.

From a tech perspective, organizations need advanced software solutions and systems that facilitate seamless data integration and collaboration to support IBP. Here are some key components that contribute to the success of integrated business planning:

1. Corporate performance management

A platform that serves as the backbone of integrated business planning by integrating data from different departments and functions. It enables a centralized repository of information and provides real-time visibility into the entire business.

2. Business intelligence (BI) tools

Business intelligence tools play a vital role in analyzing and visualizing integrated data from multiple sources. These tools provide comprehensive insights into key metrics and help identify trends, patterns, and opportunities. By leveraging BI tools, decision-makers can quickly evaluate financial performance, make data-driven business decisions and increase forecast accuracy.

3. Collaborative planning and forecasting solutions

Collaborative planning and forecasting solutions enable cross-functional teams to work together in creating and refining plans. These planning solutions facilitate real-time collaboration, allowing stakeholders to contribute their expertise and insights. With end-to-end visibility, organizations can ensure that plans are comprehensive, accurate, and aligned with business strategy.

4. Data integration and automation

To ensure seamless data integration, organizations need to invest in data integration and automation tools. These tools enable the extraction, transformation, and loading (ETL) of data from various sources. Automation streamlines data processes reduces manual effort and minimizes the risk of errors or data discrepancies.

5. Cloud-based solutions

Cloud computing offers scalability, flexibility, and accessibility, making it an ideal choice for integrated business planning. Cloud-based solutions provide a centralized platform where teams can access data, collaborate, and make real-time updates from anywhere, at any time. The cloud also offers data security, disaster recovery, and cost efficiencies compared to on-premises infrastructure.

6. Data governance and security

As organizations integrate data from multiple sources, maintaining data governance and security becomes crucial. Establishing data governance policies and ensuring compliance with data protection regulations are vital steps in maintaining data integrity and safeguarding sensitive information. Implementing robust data security measures, such as encryption and access controls, helps protect against data breaches and unauthorized access.

IBM Planning Analytics  is a highly scalable and flexible solution for Integrated Business Planning. It supports and strengthens the five pillars discussed above, empowering organizations to achieve their strategic goals and make better data-driven decisions. With its AI- infused advanced analytics and modeling capabilities, IBM Planning Analytics allows organizations to integrate strategic, operational, and financial planning seamlessly. The solution enables cross-functional collaboration by providing a centralized platform where teams from various departments can collaborate, share insights, and align their plans. IBM Planning Analytics also offers powerful data integration capabilities, allowing organizations to consolidate data from multiple sources and systems, providing a holistic view of the business. The solutions’s robust embedded AI predictive analytics uses internal and external data and machine learning to provide accurate demand forecasts. IBM Planning Analytics supports continuous monitoring and performance management by providing real-time reporting, dashboards, and key performance indicators (KPIs) that enable organizations to track progress and take proactive actions.  As the business landscape continues to evolve, embracing Integrated Business Planning is no longer an option but a necessity for organizations. To succeed in this dynamic environment, businesses need an integrated approach to planning that brings all the departments and data together, creating a symphony of collaboration and coordination.

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What is IBP? Process, Strategy & Benefits

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Integrated business planning (IBP) continues to grow in popularity and adoption. And no wonder—when implemented, it provides a solid foundation to meet key goals. But with many stakeholders and processes involved, it’s not always easy. Where should you start in order to succeed on your journey to true IBP?

What is Integrated Business Planning (IBP)

Integrated business planning — the subject of a new report from the Association for Finance Professionals (AFP) — is a single holistic plan that seamlessly connects strategic plans with sales plans, operational plans, and financial plans while balancing practical constraints about the availability of resources and funding with the business’s financial objectives.

Benefits of Integrated Business Planning

When you’re looking for IBP best practices, a great place to begin is by taking advice from experts like Ken Caron and Ken Olsen of Deloitte. In a webinar (now available on demand), they shared their definition of IBP, discussed some core ideas behind it , and described how you can kick-start your efforts to incorporate IBP into your enterprise. We’ve recapped some of their message here, starting with an important question: Why should a company do IBP? They offered three reasons:

• Alignment and accountability. Instead of spending time and energy debating which plan to follow, all stakeholders agree on one plan—and understand their role in accomplishing the goals of that plan.
• Better decisions and actions. The structured process that comes from a well-built IBP approach enables companies to focus on making better-informed decisions and taking the best action based on those decisions.
• Increased visibility. IBP enables companies to incorporate insights from supply chain projections, financial projects, and strategic plans. And the more insights incorporated into projects, the better informed a company’s decisions will be, which, in turn, will be more likely to contribute to business goals like profitability and efficiency.

So now that you know the potential benefits of IBP, where should you begin?

6 Tips to Succeed at Integrated Business Planning

You need executive alignment and a clear vision before starting anything else. Find an executive willing to sponsor your efforts, “sell” the process, align stakeholders, and consult on change management. When you have a champion in high places, you’re on the right track.

IBP is a journey, so you need a roadmap of prioritized actions that drive quick wins and sustainable benefits. But before you can plan that roadmap, you need to understand the basic elements of an IBP framework, which we detail below, along with the benefits each element brings to the table.

• Effective governance. Clear roles, decision rights, policies, and incentives create an atmosphere that enables everyone to work together as an organized unit to achieve the company’s mission.
• Clear mission. A defined aim sets the path for IBP and defines what IBP will deliver.
• Organized process. When processes are cross-functional and designed to align the organization toward one desired outcome, you can focus on meeting the goal instead of maintaining the process.
• Right talent. Build a talent base with the skills and core competencies essential to IBP, such as strategic planning, financial planning, and supply chain planning . With skilled and experienced employees on board, you’ll be able to more effectively implement IBP across the enterprise.
• Insightful analytics. With access to real-time analytics, you can run “what-if” scenarios, quickly respond to disruptions and market adjustments, and make insight-driven decisions the core of your business planning. This helps you be proactive and stay ahead of your market instead of relying on reactive decisions.
• Powerful technology. Since IBP is a cross-functional initiative, you need an agile, flexible, cloud-based technology to provide a central platform for IBP collaboration and execution.

In their webinar, our two Deloitte experts are joined by Vivek Soneja, Global Head of Supply Chain Solutions at Anaplan. They discuss how you can make IBP a success, as well as some common reasons why IBP initiatives fail. To learn more about how you can succeed at IBP, watch the webinar.

Strengthen the connection between business and supply chain

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Integrated Business Planning

Embracing change: the power of integrated business planning.

In today’s dynamic business landscape, conventional planning processes riddled with departmental silos often hinder visibility and efficiency. However, a transformative shift is underway. Forward-thinking companies are embracing digital transformation and adopting Integrated Business Planning (IBP) to empower their activities with enhanced coordination and collaboration. This blog delves into the definition of IBP and explores the substantial benefits it’s brings to organizations in a modern setting.

What is Integrated Business Planning?

IBP is considered a best practice approach that seamlessly integrates financial and operational data from across the organization. This strategic method allows companies to optimize their output by connecting strategic plans with sales, operational, and financial plans. The result is enhanced visibility of the intricate relationships between resources, capabilities, and results. Through IBP, organizations collectively develop a comprehensive go-to-market plan that reflects contributions from every department.

Main objectives of Integrated Business Planning

IBP establishes a framework to achieve the following key goals:

• Align company plans and resources with corporate strategy: IBP ensures that all parts of the business are aligned with the strategic goals, focusing on financial performance as much as on operational capabilities.
• Improve visibility and collaboration across the business: By bringing together various functions—such as sales, production, logistics, and finance—IBP fosters collaboration and transparency across departments.
• Enable more accurate and forward-looking decision-making: With a unified view of business data and forecasts, companies can make more informed decisions, anticipate market changes, and react proactively.

Core elements of Integrated Business Planning

IBP consists of a series of interconnected processes that work together to create a unified business plan:

• Product and portfolio management: Managing the life cycle of products and aligning the product portfolio with market demands and strategic objectives.
• Demand planning: Estimating customer demand to guide supply chain and business planning.
• Supply planning: Ensuring the organization can meet the demand plans with optimal resources.
• Financial review and integration: Tying operational planning to financial planning and analysis to ensure that business plans are financially viable and aligned with financial goals.
• Strategic business planning: Aligning all business plans with the company’s long-term strategic goals, including financial objectives.
• Integrated reconciliation: Harmonizing plans across the business to ensure alignment and commitment from all departments.

Key benefits of Integrated Business Planning

IBP offers a multitude of advantages, including:

• Enhanced agility: Respond faster to market changes and capitalize on new opportunities.
• Improved financial performance: Make data-driven decisions that optimize resource allocation and profitability.
• Better risk management: Proactively identify and mitigate potential risks that could impact your business.
• Increased collaboration: Break down departmental silos and foster a culture of teamwork.
• More accurate forecasting: Gain a clearer picture of future demand and supply to optimize inventory levels.

While IBP requires a mature planning process with the right technology and tools, successful implementation also depends on strong leadership, clear communication, and a collaborative culture across all levels of the organization. It’s a strategic approach that, when executed well, can significantly enhance a company’s performance and competitive edge.

Challenges of traditional business planning processes

Conventional planning activities are often disjointed, especially across the supply chain. The use of disparate spreadsheets and standalone business intelligence solutions creates isolated pockets of knowledge, hindering a holistic approach to planning. While some firms implement Sales and Operations Planning (S&OP) principles, true unification across the entire organization remains elusive. This fragmented approach leads to inefficiencies and suboptimal performance due to:

• Limited visibility into departmental activities and their impact on the financial bottom line.
• Disconnection between strategies and operational activities, resulting in delayed responses to market changes.
• Lack of a collaborative approach and accountability, fostering business silos rather than a unified team.
• Multiplicity of point solutions and applications across divisions, increasing costs and data disparities.

Overcoming these challenges requires a shift towards a unified planning process. IBP offers a comprehensive framework that breaks down departmental silos, integrates financial and operational data, and fosters a culture of collaboration. By implementing IBP, organizations can gain a clear view of their business, make better decisions, and achieve their strategic objectives.

Integrated Business Planning vs Sales and Operations Planning: What’s the difference?

IBP and S&OP are both strategic processes used by companies to align various functions within the organization. While they share similarities in aiming to improve business performance through better planning and alignment, there are distinct differences in scope, focus, and depth.

Here’s a comparison between the two:

Key differentiators

• Breadth: IBP takes a more comprehensive approach, encompassing the entire organization’s planning processes. S&OP has a narrower focus on aligning supply chain operations.
• Time horizon: IBP has a longer-term perspective, considering market trends and setting strategic direction. S&OP prioritizes short-term efficiency and meeting near-term targets.
• Financial emphasis: IBP integrates financial planning with operations, ensuring financial viability. S&OP gives less weight to financial considerations, focusing on operational costs.
• Decision-making: IBP empowers decision-making across all levels, while S&OP primarily supports operational-level choices.

IBP builds upon the foundation of S&OP. It extends the principles of supply chain alignment to encompass broader financial and strategic planning. While both processes are valuable, IBP offers a more holistic and future-oriented approach for businesses seeking to optimize performance across the entire organization.

Case in point: Coca-Cola European Partners

Automating 90% of financial data input, slashing data transfer time from 24 hours to 15 minutes, and enabling digital, driver-based planning from production to delivery.

Coca-Cola European Partners (CCEP) leveraged IBP to transform their supply chain finance function. They implemented driver-based planning, which integrates financial and operational data, enabling them to make data-driven decisions and optimize resource allocation. IBP also improved collaboration across departments by providing a single platform for all users to access and analyze data.

This resulted in:

• considerable savings in time: a 90% reduction of manual tasks
• improved efficiency of data transfers: from 24 hours to 15 minutes
• a streamlined consolidation process: just one-click to incorporate 48 plants and 85 warehouses

Overall, IBP increased transparency, streamlined processes, and empowered informed decision-making at CCEP.

The future of business planning

The era of disjointed planning processes is giving way to the transformative power of IBP. Companies adopting it can unlock improved visibility, collaboration, and efficiency—setting the stage for sustained success in today’s rapidly evolving business landscape.

For further insights, explore our complimentary whitepapers and reports on the benefits of an IBP process.

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The 2024 Intent Group Guide on IBP

A comprehensive resource for organizations considering Integrated Business Planning

Head of Global Integrated Business Planning

About the job head of global integrated business planning.

About our Client

Our Client is an MNC and has a market lead position in the Lifestyle Consumer Goods industry, with a multi-million turnover in worldwide markets. The company has a vision to combine innovation, knowledge and products. With increasing demand and new product innovations, they are currently looking for a Head of Global Integrated Business Planning to be an integral part of their business to assist and continue to improve the Value Chain.

Job Description

Your major responsibilities will involve Integrated Business Planning (IBP) across the Global Supply Chain function as well as extensive stakeholder engagement. This is a strategic leadership position with a global portfolio.

Your other responsibilities include:

• Develop, implement and execute Integrated Business Planning (IBP) strategy globally across all categories
• Governance of Demand & Supply Planning, S&OP and integration into IBP
• Strategic alignment with senior leadership to optimise Demand & Supply signals
• Reconcile IBP with financial impact, analyse and provide recommendations
• Perform root-cause analysis and identify gaps for improvements
• Continuous improvement of the IBP process
• Weekly internal reporting to internal stakeholders as well as Executive Board
• Talent development and management of direct reports

The Successful Applicant

You should possess a relevant degree in Supply Chain and you must have a significant years of experience in Integrated Business Planning (IBP), S&OP or Demand & Supply Planning as well as senior leadership engagement. Experience in Electronics, Retail, FMCG, e-Commerce or EMS sectors will be an advantage. You should also be strong with analytics as well as be sensitive to trends. Strong communication and leadership skills with the ability to work in a fast paced and collaborative environment is essential.

What"s on Offer?

You will be in an organisation that takes pride in their excellent vision for the future. The company has a strong innovative culture and takes pride in work-life balance. High performing employees are recognised and rewarded with competitive remuneration packages, personal development awards, annual salary reviews and short-term incentive programme. Some core benefits include health and welfare insurance subsidies.

Head of Integrated Business Planning , Diageo

Alcoholic beverage company

Job no longer available

1001+ employees

Company mission

To be one of the best performing, most trusted and respected consumer products companies in the world.

Who you are

• 10+ years of business planning and commercial experience preferred
• Integrated business planning experience preferred
• Strong end to end commercial FMCG understanding, alongside high levels of numerical competence and attention to detail
• Exceptional ability to build and maintain genuine relationships based on mutual trust & respect
• Successful management of senior collaborators at all levels, resulting in strong and positive outcomes
• Able to excel when dealing with ambiguity, complexity and working within a fast-paced and entrepreneurial matrix environment
• Deep personal accountability for great performance and governance
• Experience of working with and leading a team, whether directly or indirectly

What the job involves

• GB has a strategy rooted in people, purpose, and performance with an ambition to be a £1.6bn NSV business which will involve growing notable market share of TBA. This is a bold ambition which requires that the business makes considered strategic choices and allocates resources in line with that
• This requires a strong and continuously improving business plan that integrates the key commercial dimensions for delivering the desired P&L outcome. In this context, the business has chosen to upweight planning capability by assigning a dedicated Head of IBP
• The Head of IBP is responsible for defining, designing and continuously improving the Business Plan across all categories and channels, to deliver on Diageo GB’s strategy and vision
• This role leads 1 IBP Manager
• Lead the full year Integrated Business Planning process from Marketing Business Planning through to the AOP
• Lead and deliver the Bi-annual commercial plan update
• Bring together channel, marketing, and finance teams to deliver an integrated plan which is deeply rooted in insights and is in line with the GB strategy and vision
• Define the priorities for creative development post MBP by bringing together marketing and commercial priorities
• Socialise the EOY reviews around marketing effectiveness and embed findings into the plan
• Engage key partners to ensure all views are considered and gain early consensus to proposed commercial building blocks
• Orchestrate Exec alignment and the deployment of the commercial plan to the sales teams
• Partner closely with the Business Performance Manager to ensure that in-year performance is appropriately tracked against the AOP
• Responsible for the cross functional meeting cadence and governance for each stage of the IBP process
• Embed a forum and cadence to review and propose a reallocation of resources to ensure delivery of the plan
• Manage the monthly category forecast & value pool update. Own and provide narrative around drivers of performance for input into the Working Day Cycle
• Support the build of the portfolio and category strategy and the 5-year plan ahead of the full year IBP
• Lead IBP Manager to build analytical accelerators, commercial plan model to aid planning and RGM decision making
• Lead, manage and deliver the integrated business plan for the year and track and recommend changes to resource allocation in line with the changing environment, business performance & business priorities
• Top 3-5 Accountabilities
• Delivery of the Integrated Business Plan
• Design and deployment of the commercial plan
• Overall tracking of the plan and proposal for reallocation quarterly
• Ownership of the category and value pool forecast and narrative

Salary benchmarks

Multinational beverage company Diageo was the result of a merger between Guiness and Grand Metropolitan, a leisure and property conglomerate, in 1997. Spearheaded by then-Guiness executives Anthony Greener and Philip Yea, the merger sent stocks skyrocketing and by December of the same year, Diageo was listed on the London Stock Exchange.

As the owner of many of the global leaders in alcoholic beverages (think Ciroc, Smirnoff, and Tanqueray), Diageo has made a number of savvy acquisitions and sell-offs, expanding its portfolio beyond Europe and into the Americas, the Middle East, and Asia.

Over the past decade, however, it has had to face the rise of craft and independent brewing, with companies like Brewdog becoming new competitors. Rather than acquiring these craft beer companies, Diageo has focused on branding Guinness in a way that fits the craft mould. This involved initiatives like The Brewers Project.

During the early 2020s, Diageo also weathered an alcohol sales decline and has bounced back with a renewed focus on cold brew coffee liqueurs and Guinness blends, as well as further acquisitions that have included that of actor Ryan Reynolds’ Aviation Gin

Company Specialist

Many candidates hear back within 2 weeks

Glassdoor ( 4 )

Trustpilot ( 2 ), employee endorsements.

Diversity is a priority

"There are several communities within Diageo focused on different employee groups. The whole company celebrates Pride, and you never get any strange..." more

Funding ( 1 round )

Total funding: $8.3m, company values.

• Build iconic brands
• Enjoy career-defining opportunities
• Make your mark
• Never stop learning
• Be supported
• Create a future that's worth celebrating

Park Royal, London, UK

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Diageo buys cold-brew coffee liqueur Mr Black

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Diageo launches and prices two-tranche $1.7 billion SEC-registered bond offering

Diageo gets €7.5m in green funding from Enterprise Ireland

Warren Buffett's Berkshire Hathaway buys stake in Diageo

Diageo Plc to acquire Don Papa Rum for upto €437.5 million

Currently a Board Member at Stanley Black & Decker, Inc. Previously Board Member at Mondelēz International, Newell Brands and previously a Board Member at Diageo before becoming its CEO.

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Head of Integrated Business Planning

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Head of Integrated Business Planning (IBP)

• Job type: Permanent
• Function: Technical Operations, Supply chain, Procurement

This vacancy has now expired. Please see similar roles below...

Hobson Prior is seeking an Integrated Business Planning (IBP) Lead to head up the department. This role involves developing and refining business processes, aligning business objectives with company goals, collaborating with various teams, making efficient decisions and continuously improving the business process. The role also includes leading the Sales & Operation Planning process, managing inventory and overseeing product life cycle management.

Please note that to be considered for this role you must have the right to work in this location.

Responsibilities:

• Develop and refine the Integrated Business Planning (IBP) process.
• Ensure alignment of business and financial objectives with company's long-term goals.
• Collaborate with various teams to align strategic goals and initiatives.
• Lead the Sales & Operation Planning process, ensuring supply meets demand.
• Establish inventory policies and manage inventory.
• Oversee product life cycle management, including new product introduction and market expansion.
• Drive innovation in analytics and business intelligence.

Key Skills and Requirements:

• Life science or Business Degree coupled with a recognised Supply Chain Management Qualification such as APICS CPIM Finance/BA Qualification.
• Experience of leading the Sales & Operations Planning within a growing global business translated into Integrated Business Planning (IBP) embedding financials.
• Excellent Business and Financial acumen including a full understanding of how supply chain planning decisions impact the balance sheet and profit & loss.
• Broad experience in supply chain, business or finance within a global organisation.
• Excellent communication skills and the ability to influence at all levels of the organisation.
• Enthusiastic and hands-on style, self-reliant with excellent problem-solving skills.
• Resilience to manage conflicting priorities.
• Motivated self-starter and a forward thinker.
• Fluent in English and knowledge of French is an advantage.
• Deep knowledge of the pharmaceutical business.

For more information, please contact Emma Miles.

If you are interested in learning more or applying to this exciting opportunity then please click Apply and upload a copy of your CV. Alternatively, for further details or to talk directly to a life sciences recruitment specialist directly please select Contact me at the top of this page.

Hobson Prior is a leading life sciences recruiter focused on finding exceptional people and matching them with the finest positions across the globe. Hobson Prior is acting as an Employment Agency in relation to this vacancy.

By providing your details and submitting this form you confirm you have read and understood our privacy policy. We only share your personal details with our group companies at acaciumgroup.com/affiliates and those categories of third parties in our privacy policy at hobsonprior.com/privacy-policy.

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Head of SEND Strategic

Job introduction.

BCP Council - Head of SEND Strategic

We are looking to recruit a dynamic Head of SEND Strategic to join our BCP Council Children’s Services Department.  You will play a central role in our SEND transformation and improvement journey, which has significantly improved over the last 12 months. The position is based in BCP Council and you will be responsible for aspects of the Strategic SEND services across Bournemouth, Christchurch and Poole. 

About the service Significant improvements have been made within BCP’s SEND Service over the last year; it is an exciting time to join and contribute to our improvement journey.  Over the last year we have been working closely with our staff and listening to partners, parents and carers and have created and launched a new SEND Service Structure. Through our new service structure, we have separated out the statutory operational aspects of SEND and require a Head of SEND Strategic to lead our improvement work.   A key focus will be to lead and support our drive for greater inclusion in mainstream settings in BCP place for our statutory 0-25 provision.

Locally we provide support to over 4,000 children and young people with Education, Health and Care (EHC) Plans and with a further 7,552 accessing SEN Support. A key element of our development will be to develop and improve our relationships with the 98 schools in BCP alongside our ability to listen to and design SEN improvements meeting the needs of parents and carers. The ongoing co-production with early years settings. children, parents, carers and schools is at the heart of our work, as we need to make further improvements on our Inclusion work with schools and wider settings.  Finally, a key focus is our new Belonging and Inclusion strategy, which at its heart is the development of the Educational Psychology Service which will deliver a number of changes through traded work.

About the role The role will focus on introducing our system wide inclusion approach with expertise in integrated pathways with early prevention being at the heart of the system.  You will be responsible for the wider governance arrangements for SEND including implementation of our new robust quality assurance framework.  

You will be a systems leader, working in partnership with health commissioners and providers to address key areas of demand and earlier support. You will be responsible for managing key service budgets.   You must be able to work collaboratively across the Children’s Services department and in wider partnership with EY, schools, SEN provision and of course, our parents and carers. You will be responsible for driving forward further improvements and partnership working and leading co-production projects with a distinct focus on the development of our Local Offer. Relevant experience in similar roles is essential.  You will need to have significant experience of leading Education Psychology Services and hold BPS accreditation.

Essential requirements of this position include:

• The position requires a degree in a relevant subject, a BPS accredited degree in psychology.
• Post-graduate management qualification or equivalent experience, and substantial senior leadership experience.
• Experience and capability to plan, strategically implement and manage service transformation, policy change and quality assurance frameworks.
• Solid knowledge of SEN related legislation predominantly focusing on the Children and Families Act 2014 and its code of practice.
• Significant experience leading at a strategic level SEND Services, Education Psychology and Early Years Services.
• Act as the operational lead for Educational Psychology with clinical knowledge of guidelines and framework. 
• Experience and capability to plan and strategically implement policy change and quality assurance frameworks
• Proven ability to develop and maintain positive working relationships with a wide range of partners.

  Closing date: Wednesday 25 th September

Interview date: Thursday 10 th October

Useful Information: SEND Improvement Plan 

You will be expected to work from the office two to three days per week, depending on business requirements.

For an informal discussion about the role please contact the Interim Director, Education & Skills [email protected]  

About BCP Council

BCP Council provides services to a diverse community of 400,000 residents and employs more than 5,000 people.  Our area includes over 15 miles of beautiful world-renowned coastline.  We can offer career defining roles to transform and improve services.  By working with us, you can help deliver a vision of a thriving, word-class, prosperous and inclusive place for generations to come.

Our Benefits

We offer an excellent benefits package for further details see our website.

As a result of the creation of BCP Council in 2019, we are working on simplifying our terms and conditions of service and will be creating a single pay structure which is to be applicable for all employees. It is important to us that we offer benefits that our colleagues value as part of their total employment package and we are reviewing these to make sure we have it right. We are in the process of establishing a timescale for implementation and colleagues joining us will be included in these changes. Expected to be in place 2024 or early 2025..

BCP Council is committed to safeguarding and promoting the welfare of the community and expects all staff and volunteers to share the same commitment.  Applicants to this post will be required to complete the appropriate level of Disclosure & Barring Service Check. Please refer to the Job Description or Role Profile for more details.

Attached documents

• Salary £63,205 - £67,236
• Frequency Annual
• Dynamics Position Number 112709
• Contract Type Permanent
• Closing Date 25 September, 2024
• Job Category Children's Services
• Business Unit Education and Skills
• Location Various, United Kingdom
• Posted on 04 September, 2024
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