1 . THE IBP PROCESS IS OWNED BY THE CEO
PEOPLE & SKILLS
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I n a recent cross-industry survey * ( conducted by Oliver Wight EAME of over 500 Directors , Supply Chain Managers and Process Leaders ), 75 % of respondents said they believed either ‘ forecast accuracy ’, ‘ inventory reduction ’, ‘ cost reduction ’ or ‘ perfect order ’ is the primary benefit of Integrated Business Planning ( IBP ). This is a massive underestimation of the true potential of IBP . Its real purpose is to ensure your business achieves sustainable , revenue and margin growth ; to sell more , more profitably .
So , why are so many organisations getting it so wrong ? From my experience , it ’ s either because organisations are setting their ambitions too low , or are failing to implement IBP correctly so they fall short of realising its full benefit – or both .
To win big , you have to think big . Here are seven key tips to ensure your IBP implementation gives you the best possible return on investment .
1 . THE IBP PROCESS IS OWNED BY THE CEO
The CEO is the ultimate decision-maker for the organisation , so they must be the driving force behind IBP . CEOs are , or should be , responsible for setting the organisation ’ s strategy , articulating it through business objectives to deliver the company goals
NOVEMBER 2019