Integrated Business Planning
A Practical Guide to an Orchestrated Process Cycle with Stakeholder Engagement
Integrated Business Planning (IBP) has emerged as one of the most transformative management disciplines of the twenty-first century. Written for the supply chain directors, demand planners, financial controllers, operations managers, and executive sponsors who populate IBP meetings every month, this book is a practitioner's guide to building — or rescuing — an IBP process that actually works.
Structured around the five core process cycles — the Product Management Review, the Demand Review, the Supply Review, the Integrated Reconciliation, and the Management Business Review — each chapter explores the purpose, inputs, outputs, and human dynamics of every stage, plus IBP maturity assessment, technology and tools, organizational design, and real-world case studies.
- 1. Foundations of Integrated Business Planning
- 2. The Product Management Review
- 3. The Demand Review
- 4. The Supply Review
- 5. The Integrated Reconciliation
- 6. The Management Business Review
- 7. Integrating Finance into IBP
- 8. Technology and Tools for IBP
- 9. Organizational Design & Change
- 10. IBP Maturity Assessment
- 11. Best Practices & Case Studies
- Glossary of Key Terms
Sales & Operations Planning
A Practical Guide — built around the five-step cycle: Portfolio · Demand · Supply · Reconciliation · Executive
Written for the people who actually run S&OP — the practitioner chairing the demand review, the supply planner defending a constrained plan, the finance partner reconciling the volume plan against the latest estimate, and the executive deciding what to do about it — this guide is organized around the five steps of the monthly S&OP cycle: Portfolio Review, Demand Review, Supply Review, Integrated Reconciliation, and Executive S&OP.
For each step, the book answers four practical questions: Who attends? What does the meeting cover, hour by hour? What does each participant own? And what gets measured to know whether it's working? Opinionated by design, it treats S&OP as a governance discipline — not a software category.