integrated business planning conference

Integrated Business Planning (Advanced S&OP) Course

integrated business planning conference

The business results from Integrated Business Planning are impressive. But knowing how to align all company plans to achieve those benefits may seem daunting.

The purpose of Oliver Wight’s IBP course is to show how to implement a best practice process and align functional plans every month. It introduces each step of the process.

Class participants learn what it takes to successfully implement the process. They will also understand how top companies use IBP to identify gaps in business performance with enough time to avert a crisis.

What Is the Integrated Business Planning (Advanced S&OP) Course

This course takes participants through each step of a best practice IBP process. Participants learn how to make each review step in the monthly IBP cycle worthy of business leaders’ time.

The class addresses what it takes to align product, demand, supply, and financial plans over at least a 24-month planning horizon. Participants also learn the decision-making process to close gaps between the latest plans and the business strategy and goals.

What You Learn

The instructors have long experience in guiding companies to implement Integrated Business Planning. Using their wealth of experience, they share insights on the nuances of IBP in both single division and multi-division companies.

Participants will learn:

  • Best practices for structuring each step in the IBP process
  • Management and the executive team’s roles in the process
  • How Integrated Reconciliation is used to align functional plans and create a picture of the company’s future position in one integrated plan
  • How to revise and optimize company plans in the face of changing business conditions
  • How to assess demonstrated performance as the realistic basis for forward projections

integrated business planning conference

This course provides the foundation for structuring an Integrated Business Planning process. Participants learn the pitfalls to avoid in setting up the process. They also learn an approach for quickly implementing IBP – and realizing the business and financial benefits from the process in a short amount of time. What is Integrated Business Planning?

Integrated Business Planning eBrochure

Promo Codes Available:

LEARN MORE! Integrated Business Planning and Demand Management are offered back-to-back. Attend both, save 25% – use the promo code Take2   and gain actionable insights to confidently implement best practice solutions!

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What Clients Say

integrated business planning conference

Who Should Attend:

  • Senior executives and all members of the leadership team who are involved in the IBP process
  • People responsible for implementing the process or improving an existing process
  • Direct reports to senior leaders who are involved in preparing for specific review steps
  • Analysts that create what-if evaluations and scenarios for the executive team

During in-person course registration, please indicate your hotel needs.  While hotel accommodations are not included in the cost of the course, we will be happy to make a reservation on your behalf.

In Person: (2 Days)

Day One 8:00am-5:00pm

Day Two 8:00am-4:00pm

Virtual: (4 Days)

10:00am – 2:00pm Eastern each day

Register for our Integrated Business Planning (Advanced S&OP) Course Course

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SAP Integrated Business Planning for Supply Chain Events

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Get the latest insights and updates on SAP Integrated Business Planning by attending upcoming and on-demand webinars, virtual events, and conferences.

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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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Transforming supply chains: Do you have the skills to accelerate your capabilities?

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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Supply-chain resilience: Is there a holy grail?

From Reaction to Mastery with IBP, Powering Long-Term Performance!

S & op to ibp, evolution summit.

“ Transforming businesses from reactive to proactive: Unleash the power of Integrated Business Planning (IBP)! “

integrated business planning conference

4 th -6 th of December, 2024

Munich, germany, page navigation, summit introduction.

Witness the evolution of S&OP into the dynamic world of Integrated Business Planning (IBP). Transition from merely reacting to unforeseen challenges to proactively steering your business towards long-term visions, strategic milestones, and financial goals.

Our summit dives deep: Uncover the power of IBP in shaping genuine behavioural shifts. Explore the essential tech and systems driving the process. Dive into the nitty-gritty of the IBP framework. Look to the future with AI and Operational Excellence. Join us for in-depth dialogues and hands-on workshops focusing on: Supply Chain Nuances, Demand Mapping, Innovations and Sustainability in Product Development, Financial Reconciliation and Leadership Processes And, for the grand finale, a comprehensive guide on expertly navigating IBP implementation. Walk away with actionable insights, practical tips, and a wealth of knowledge. Don’t miss this golden opportunity to harness the transformative potential of IBP for your enterprise!

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Decoding the Critical Differences, Tracing the Evolutionary Path, and Evaluating Their Profound Impact on Business Performance Metrics:

Are you navigating the shift from Sales & Operations Planning (S&OP) to Integrated Business Planning (IBP)? This comprehensive session demystifies the key differences between the two paradigms, charts the growth and maturation of IBP, and evaluates how these shifts significantly influence Business Performance Management. Gain actionable insights to make informed decisions in this evolving landscape.

Merging Strategic Foresight with Operational Excellence for a Future-Ready Enterprise:

In an ever-evolving business landscape, where does your organization stand? This session delves into the intersection of strategic planning and operational efficiency, guiding you through the essential steps to craft a future-proof business model. Discover how to meld strategic foresight with operational prowess to navigate uncertainties and seize emerging opportunities.

A Comprehensive Guide to Mastering Supply, Demand, Product, Reconciliation, and Management Business Review:

Achieving a balanced and efficient business model requires a deep understanding of Integrated Business Planning (IBP). This session offers a panoramic view of the essential components of IBP—Supply, Demand, Product, Reconciliation, and Management Business Review. Learn how to integrate these elements holistically for greater business success, and unlock the secrets to each step for optimized performance.

Are you able to discern the subtle yet impactful behavioral changes currently shaping your organization?

This session aims to deepen your understanding of the core values and actions that are pivotal for enhancing your Integrated Business Planning process. Equip yourself with the tools to not just spot these shifts, but also to leverage them for a more robust and agile IBP strategy.

How well-equipped is your technological arsenal for optimizing your Integrated Business Planning?

This session provides an in-depth exploration of everything from Enterprise Resource Planning (ERP) and Advanced Planning and Optimization (APO) to forecasting systems and critical financial tools. Understand how to synergize these technologies to power up your IBP process!

AI, Predictive Analytics, and Big Data Unleashed: What does the future hold for Integrated Business Planning (IBP)?

This forward-thinking session dives deep into the revolutionary impact of Artificial Intelligence, Predictive Analytics, and Big Data on IBP strategies. Discover how to leverage these technologies to navigate the complexities of modern business and prepare your organization for the challenges and opportunities that lie ahead.

Your Comprehensive Guide to the Roadmap, Best Practices, and Critical Dos and Don’ts for a Smooth Transition:

Embarking on an Integrated Business Planning (IBP) implementation journey? This session equips you with the roadmap and toolkit for a seamless and successful rollout. Learn the industry best practices, essential dos, and critical don’ts that can make or break your transition. Navigate your way to IBP success with confidence and expertise.”

Agenda Focus Areas

Integrated business planning (ibp) evolution, technological integration, cultural and procedural transformation, operational mastery through ibp, data-driven and ethical decision-making, empowerment and inclusivity, who should attend, ceo, cfo, coo, chief, vp, head, directors, managers of:.

  • Heads of Function
  • Business Development
  • Supply Chain
  • Global Procurement
  • Procurement Executives
  • Human Resources
  • Project Management
  • Inventory Management
  • Demand Planning
  • Production Planning
  • Replenishment
  • Distribution Planning
  • Global Supplier Management
  • Supplier Development
  • Manufacturing Operations
  • Quality Assurance
  • Operational Excellence
  • Process Improvement
  • Warehousing
  • Business Analysts
  • Strategic Planning
  • Senior Category Managers
  • Change / Transformation
  • Technology Providers
  • Discover how implementing IBP can provide clear insight into the business's strategic direction at every tier and consistently achieve performance outcomes in a constantly evolving landscape.
  • Unlock the secrets to revamp your business processes! Grasp the keys to drive desired behaviours and discern the essential systems and tools you need.
  • Listen to top industry experts recount their successful IBP implementation tales, pitfalls to steer clear of, and the advantages it offers.
  • Chart your path to success! Embark on your own journey to set your strategic course and consistently hit your business targets.
  • Dive into a networking goldmine! Connect with peers across diverse industries and functions and rub shoulders with IBP process maestros and implementation gurus.

Sponsorship opportunities

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Our attendees attend to seek solutions for their challenges. This is your chance to show them how your solution can add value.

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Martin belongs to the folks who believe that the shop floor is the only department in a company that generates values. It is in every leader's best interest to serve operators to execute their job in the best possible way.

Being a leader in operations is not about wearing nice suits and watches. The job is to ensure that operations are defining-, executing-, and improving standards on a daily base with respect to safety, quality, performance and cost. You work for 100 operators, not the other way around.

- Design and implement holistic production systems considering cross-functional integration (TPM, IWS, PSS, CBS, etc.) - Bring lean/OpEx theory into daily operations - Daily standard working processes and performance monitoring - Improve processes, organizational structures and systems in industrial organizations - Enable people to work together closely and to become better leaders (servant leaders)

Martin Gutberlet

Martin Gutberlet is responsible for the strategic and operative tasks of Baader's digitalization division as Managing Director of Open Innovation Holding GmbH, Trace Tomorrow Management GmbH and Early Business Development GmbH. Mr. Gutberlet reports directly to Mrs. Baader.

Martin Gutberlet has more than 25 years of experience in the field of digitalization and digital transformation and was most recently Chief Digital Officer of a global, listed packaging and paper company.  Prior he served as Head Digital Projects at a global leader in machine tools.

My passion: "Digital for me is about People, Change and Technology - empowering people while using innovative technology is my passion. "

Industry & Titles: Food, Packaging & Paper, Farming

CxO and Senior Mgmt

I am used to give keynotes to senior audience.

Waldemar Hirsch

Waldemar Hirsch is responsible for 3D printing of jigs & fixtures at Audi Sport. He coordinates the 3d printing activities within the production of Audi AG. His job also includes the responsibility for the mechanical analysis in the production of Audi Sport and the innovation management for the production.

Before the time of 3d printing he worked as a developer for process, method and technology after study automotive engineering at Cologne

Johan Beukema

Johan Beukema is Partner at BCI Global, a leading independent consultancy firm with headquarters in The Netherlands and offices in Europe (London, Frankfurt), North America (Atlanta, San Francisco, LA) and Asia (Singapore, Shanghai).

BCI Global was founded in 1985 and specializes in Manufacturing footprint optimization, supply chain optimization and location & site selection. Johan, who joined BCI in 1999, holds a university degree in (International) Business Administration of the University of Groningen in The Netherlands. Over the last 22 years Johan has supported many companies in the optimization of their manufacturing footprint strategies and end-to-end supply chains as well as in the selection of the optimal locations for new manufacturing sites, distribution centers and other business functions.

Johan’s geographical experience base includes EMEA, The Americas as well as Asia-Pacific including China and India. He works a lot for industry leaders in different industries as well as for new and fast-growing companies. Companies on his track record are for example ExxonMobil, Donaldson, Roche, Medtronic, Abbott, Amgen, Nestle, Danone, Takeda, Starkey, Hilti, Cisco, Huhtamaki, Ricoh, AMS AG, Brown Forman, Edwards, Oxea, Wabtec, and many others.

Johan regularly speaks at conferences and seminars and publishes about topics related to his area of expertise.

Jesper Toubøl

Jesper is the head of one of LEGO moulding sites and qualification factories which include both advanced mass manufacturing and maturing of new emerging technologies. Jesper has furthermore delivered organizational footprint and technology strategies within Product Design and Equipment ( Manufacturing - establishing Engineering centers in LEGO manufacturing sites in Singapore, Mexico and Denmark. During his work Jesper has profound focus on how IoT can support his visions and enable the future – a true IOT-technology evangelist.

Jesper has worked for LEGO in several roles.

1) Responsibility for R&D in Packaging and Processing (Decorations and Assembly) product line.

2) Responsibilities for product development execution for LEGO DUPLO , LEGO Games , LEGO Technic , LEGO Hero Factory  - leading development teams through design, sourcing and marketing process from concept to finished product.   

3) Establishing logistics strategy, delivered turn around results in increasing differentiated services and reducing costs by e.g. outsourcing, consolidating sites and redefining logistic service offering.

Peter Thorngren

Peter Thorngren has the the ability to combine customer demands with technical possibilities and limitations to create working commercial solutions. Peter has also had personal experience in running a successful business in the management/system development area. Peter works especially well in projects with a combination of technical, organizational, and commercial challenges. With his technical understanding and experience in larger projects, he can perform well in the areas of technology and business development.

Specialties: Peter Thorngren also has extensive professional experience in the areas of finance, marketing, automotive, government, industry, and telecom sectors.

Christophe Strauven

Christophe Strauven is an experienced business driver with entrepreneurial instincts who has worked in the cybersecurity industry for more than 16 years gaining experience in different positions.

Driven by enthusiasm, he remains fully abreast of technological trends and business challenges to help align the two. As a Business developer manager for Europe, his goals include building a business development strategy that ensures continuous innovation and business growth.

Outside of the office, Christophe enjoys travelling, gardening and wine.

Chetna Jain

Chetna Jain is a conscientious & visionary professional, with 18 years of experience in leading Research & Engineering programmes and product development.

Strategic adviser for techno-commercial viability of programmes. Lead projects for innovative, technologically advanced vehicle and safety-critical high volume automotive products. Experienced in streamlining business processes and leveraging product profitability.

She has worked with multi-cultural cross-functional teams, ranging from start-ups to century old established company. An effective communicator, adaptive and quick decision maker with strong analytical thinking. Balancing between sustainability and growth, works to expand her horizons by staying open to novel experiences.

Matt Barber

Matt Barber is the Product Manager for Shopfloor-Online MES, responsible for shaping the product strategy and ensuring the product meets the current and future needs of the market.

Matt brings years of experience as a software engineer and a project lead, where he has helped numerous manufacturers, across a range of industries, digitise their manufacturing operations with Shopfloor-Online MES.

Matt graduated from the University of Sheffield in 2011, with a first-class honours degree in Computer Science, and recently received a certification from the London School of Economics (LSE) for successfully completing MBA Essentials.

Alain Nochimowski

Alain Nochimowski is the Chief Technology Officer at Viaccess-Orca. Alain is responsible for leading VO’s innovative initiatives and on a broader scope, fostering an innovative mindset across the company.

Prior to this position, Alain led business development activities, first at Orca Interactive, and following the merger with Viaccess, at the new entity Viaccess-Orca.

Alain was responsible for leading VO’s entry strategy into new markets and ventures, and for creating a supportive industrial ecosystem for VO’s new products and technologies.  Before joining Orca Interactive in 2009, Alain held various business development and technical strategy positions successively at Orange, Viaccess, and SanDisk, in New York, Paris, and Tel Aviv.

Throughout his career, Alain initiated and successfully lead multiple innovation projects that notably resulted in dozens of issued patents and strategic sales to large content service providers. Alain graduated from Ecole des Mines de Paris.

Kari is the Vice President, Global Sales with Elisa IndustrIQ, helping manufacturing companies to leverage intelligent manufacturing opportunities.

Kari has over two decades of experience in working with manufacturing and telecommunications enterprise solutions and he is passionate about helping customers drive sustainable growth by using data insights to solve their most challenging problems.

Kari holds a master’s degree in Business Administration.

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8th Annual S&OP to Integrated Business Planning Summit

As supply chains mature and S&OP advances, leading companies have continued evolving their planning processes. Integrated Business Planning represents the evolution of S&OP from its production planning roots in the 1970s into a fully integrated management and supply chain collaboration. Lucy Jacobs, Partner at Oliver Wight, will be presenting an Expert Talk at 9.50am (Day One) on 'Leading from the Top Down: How to Gain and Maintain Executive Support for S&OP/IBP' . She will cover the essential role of executives in successful IBP practices and implementation, and how to engage your executives with the business and plans. The S&OP to Integrated Business Planning Summit will be a timely event at which cross-sector leaders share their experience of advanced S&OP and IBP . This event is taking place in Amsterdam, The Netherlands.

30 November 2023

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integrated business planning conference

20th Edition S&OP and Integrated Business Planning Excellence Conference To Be Held On 13th-15th March 2024

integrated business planning conference

20 th Edition S&OP and Integrated Business Planning Excellence Conference, 13 – 15 March, 2024 | Best Western Plus Hotel Köln City Hotel | Cologne, Germany

Enhance real-time and agile responsiveness to customers through end-to-end integration and build strong leadership and engagement to achieve the transformation

The Marcus Evans   20 th  Edition S&OP and Integrated Business Planning Excellence conference taking place on 13-15 March 2024, in Cologne, Germany, will bring together industry leaders to uncover key insights into successfully transforming S&OP into an agile, resilient and well-connected function in your group. Leverage the power of technology, AI, and data to increase the accuracy of your forecast and the maturity of your whole organization. Explore also the importance of cultural changes, cross-functional cooperation, and buy-in from the teams in order to get to the next level of transformation and prevent risks and vulnerabilities through robust partnerships and ownership.

Best Practices and Case Studies from:

Karsten Jaeger, Vice President Supply Chain Management – International, Miele, Germany

Christophe Mugnier-Pollet, Vice President Of Global Supply Chain, Vestas, Denmark

Pierre Naharberrouet, Head Of Business Development & Industrialization, Electric Center, Airbus, France

Jakob Lignell, Director Global Sales & Operations Planning, Arla Foods amba, Denmark

Shirley Esperanza Smith, IBP Lead Data Analyst, Merck Group, Germany

Florent Banfi, Planning transformation & S&OP Director, Alstom, France

Attending This Premier Marcus Evans Conference Will Enable You to:

  • Enhance cross-functional collaboration in S&OP
  • Create fast and agile supply chain through digital transformation
  • Enhance operational excellence for supply chain
  • Improve forecasting and advanced analytics for S&OP
  • Reduce misalignment between demand forecast and supply.
  • Drive  a customer-centric approach to assure the right input in supply chain

For more information please contact Ria Kiayia, Digital Media and PR Marketing Executive at [email protected]  or visit the event website: https://bit.ly/3vJcRzh

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Integrated Business Planning

  • Course Content
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COURSE ID: LOG 3162P

Contact for course-related questions

This course provides a holistic view of corporate profitability and supports effective complexity management. Learners will discover the challenges of today’s operating environment with big data, cross-functional consensus, and strategies that impact profitability. Gain an understanding of the integrated business planning (IBP) building blocks to solve these challenges. Breakout sessions give you the chance to apply these IBP concepts with an interactive tool.

THE DIFFERENCE BETWEEN SALES AND OPERATIONS PLANNING (S&OP) AND INTEGRATED BUSINESS PLANNING (IBP) ACTIVITIES

THE VALUE OF IBP TO INCREASE PROFITABILITY AND DECREASE NET LANDED COST TO SERVE BY DEVELOPING AND IMPLEMENTING TARGETED OPERATING STRATEGIES (I.E. CUSTOMER/PRODUCT SEGMENTATION ACTIVITIES)

HOW DECISION MAKERS CAN MAKE SMARTER DECISIONS AND CREATE LASER-SPECIFIC STRATEGIES USING DETAILED AND ACTIONABLE PERFORMANCE INSIGHTS

THE THREE MAIN BUILDING BLOCKS FOR CREATING AN EFFECTIVE IBP SOLUTION

  • Laptop computer capable of accessing the internet (Wi-Fi access provided in class)
  • In-class software demonstration
  • Course notebook with hand-outs

Session Details

Special Discounts: Register and pay for all required courses in a Supply Chain & Logistics certificate and receive a discount of 17% off per course. Enter coupon code SCL-Cert at checkout. Returning students of the Supply Chain & Logistics Institute (SCL) courses or alumni of GT EMIL and MSSCE programs are eligible to receive a 10% discount. Enter coupon code SCL-Alum at checkout. Members of certain organizations are eligible to receive a 10% discount. Enter coupon code SCL-Org at checkout. Review coupon instructions for more information.

Upcoming Sessions

Previous sessions, who should attend.

This course is designed for chief financial officers; supply chain finance, marketing or sales executives (managers, directors, vice presidents, executive vice presidents); supply chain and logistics managers, consultants, supervisors, planners, and engineers; supply chain education and human resource management personnel, inventory planners, procurement and sourcing analysts and managers; and transportation planners, managers, and engineers.

Supply chain and logistics professionals learning in classroom

What You Will Learn

  • The fundamentals for building IBP
  • IBP techniques application
  • Big data techniques

Supply chain professionals collaborating in warehouse

How You Will Benefit

  • Develop a solid understanding of IBP in terms of definition, challenges, and competitive benefits.
  • More effectively champion the need for IBP in cross-functional activities.
  • Understand the value of IBP in developing specific strategies and measuring their impact.

Grow Your Professional Network

Taught by experts in the field.

I am really impressed with the scope of subjects covered and the practical case studies in diverse sectors from health, education, and other public sector projects.

Related Programs

Supply chain distribution warehouse

Access (ADA)

The Georgia Tech Global Learning Center and Georgia Tech-Savannah campus is compliant under the Americans with Disabilities Act. Any individual who requires accommodation for participation in any course offered by GTPE should contact us  prior to the start of the course.

Courses that are part of certificate programs include a required assessment. Passing criteria is determined by the instructor and is provided to learners at the start of the course.

CEUs are awarded to participants who attend a minimum of 80% of the scheduled class time.

  • Citizenship

Georgia Tech’s Office of Research Security and Compliance requires citizenship information be maintained for those participating in most GTPE courses. Citizenship information is obtained directly from the learner at the time of registration and is maintained in the Georgia Tech Student System.

Code of Conduct

Learners enrolled in any of Georgia Tech Professional Education's programs are considered members of the Georgia Tech community and are expected to comply with all policies and procedures put forth by the Institute, including the  Student Code of Conduct  and Academic Honor Code .

Course Changes and Cancellations

Please refer to our  Terms and Conditions  for complete details on the policies for course changes and cancellations.

Data Collection and Storage

Participants in GTPE courses are required to complete an online profile that meets the requirements of Georgia Tech Research Security. Information collected is maintained in the Georgia Tech Student System. The following data elements are considered directory information and are collected from each participant as part of the registration and profile setup process:

  • Full legal name
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This data is not published in Georgia Tech’s online directory system and therefore is not currently available to the general public. Learner information is used only as described in our Privacy Policy . GTPE data is not sold or provided to external entities.

Sensitive Data The following data elements, if in the Georgia Tech Student Systems, are considered sensitive information and are only available to Georgia Tech employees with a business need-to-know:

  • Georgia Tech ID
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  • Registration information
  • Class schedules
  • Attendance records
  • Academic history

At any time, you can remove your consent to marketing emails as well as request to delete your personal data. Visit our GTPE EU GDPR page for more information.

Inclement Weather

Classes and events being held at the Georgia Tech Global Learning Center in Atlanta or Georgia Tech-Savannah campus may be impacted by closures or delays due to inclement weather.

The Georgia Tech Global Learning Center will follow the guidelines of Georgia Tech main campus in Atlanta. Students, guests, and instructors should check the  Georgia Tech homepage  for information regarding university closings or delayed openings due to inclement weather. Please be advised that if campus is closed for any reasons, all classroom courses are also canceled.

Students, guests, and instructors attending classes and events at Georgia Tech-Savannah should check the  Georgia Tech-Savannah homepage  for information regarding closings or delayed openings due to inclement weather.

Program Completion

GTPE certificates of program completion consist of a prescribed number of required and elective courses offered and completed at Georgia Tech within a consecutive six-year period. Exceptions, such as requests for substitutions or credit for prior education, can be requested through the petition form . Exceptions cannot be guaranteed.

Please refer to our  Terms and Conditions  for complete details on the policy for refunds.

Smoking & Tobacco

Georgia Tech is a tobacco-free and smoke-free campus. The use of cigarettes, cigars, pipes, all forms of smokeless tobacco, and any other smoking devices that use tobacco are strictly prohibited. There are no designated smoking areas on campus.

Special Discounts

Courses that are eligible for special discounts will be noted accordingly on the course page. Only one coupon code can be entered during the checkout process and cannot be redeemed after checkout is complete. If you have already registered and forgot to use your coupon code, you can request an eligible refund . GTPE will cancel any transaction where a coupon was misused or ineligible. If you are unsure if you can use your coupon code, please check with the course administrator.

GTPE does not have a program for senior citizens. However, Georgia Tech offers a 62 or Older Program for Georgia residents who are 62 or older and are interested in taking for credit courses. This program does not pay for noncredit professional education courses. Visit the Georgia Tech Undergraduate Admissions page for more information on the undergraduate program and  Georgia Tech Graduate Admissions  page for more information on the graduate program.

Group Registrations

How do i register my group.

There is no special process or form to register your group. All interested learners must create and manage their own individual profiles, accounts, and registrations.  

  • Complete a GTPE profile .
  • Shop for a course .
  • Add the course(s) to the cart.*
  • Apply a group discount code (if applicable).
  • Provide an accepted payment method to complete the order (credit card, third party credit card holder, or one accepted payment document).  

*Carts will remain active for 14 days, but seats are not held until the transaction is complete.

How do I apply for a group discount?

Courses that offer group discounts will display the discount code on the course page. Your employees will use the code during the registration process and cart totals will adjust accordingly. Group discounts can only be used if three or more employees from the company attend the same course and only one coupon code can be use per shopping cart.

If you have already registered and forgot to use your coupon code, you can request an eligible refund .

What are the accepted payment documents if I am unable to pay by credit card?

Accepted payment documents must be uploaded during the registration process. They include:

  • A company purchase order (PO or SF182)
  • A letter of authorization on company letterhead
  • A corporate education application/voucher

What are the requirements for payment documents?

  • Name of company and physical address
  • Name of employee(s) approved for training
  • Document number (SF-182 documents: Section C, Box 4)
  • Billing address (SF-182 documents: Section C, Box 6)
  • Course title and course dates
  • Maximum disbursement amount (billing amount)
  • Expiration date (if applicable)
  • Authorized signature(s)
  • Payment terms less than or equal to net 30

The employee can print of a copy of their shopping cart to submit if required for payment documents. The cart will remain active for 14 days, but the seat will not held until registration and payment is complete.

Registrations cannot be processed without payment. If your employee is concerned about losing a seat in a class because of internal company processes, we suggest that they go ahead and register and pay with a personal or corporate credit card and seek reimbursement.

Who can I contact for assistance?

If you need assistance with your group registration or have questions on how to start the process, please feel free to contact us at 404-385-3501 or [email protected] .

Individual Registrations

Where are your courses held.

Most GTPE classroom courses are held at the Georgia Tech Global Learning Center (GLC). Any courses that are held elsewhere will be clearly marked on the course page. Get information on parking, directions, and transportation to the GLC.

Do you provide overnight guest rooms?

We do not provide overnight rooms. However, accommodations can be made at the Georgia Tech Hotel and Conference Center, adjacent to us. Additional hotels can be found within walking distance. Get more information on accommodations .

What if I need to transfer to another course?

Learners may transfer to another course of equal or greater cost if notification is made at least 10 business days prior to the original course start date. The course to which one transfers must already be scheduled.

When should I register for a course?

We recommend you register for courses as early as possible. Session details will indicate when there is less than five reamining seats in a particular session.

How can I make updates to my contact information?

Updates to your company, address, email, phone, and passwords can be made directly on the GTPE website. Name changes and citizenship changes must be submitted to the GTPE Registrar’s Office.

How can I register for a course?

  • Apply a special discount code (if applicable).

Do you accept walk-in registrations?

Walk-in registrations are accepted based on space availability but are not guaranteed for any courses.

Do you offer special discounts?

If available, discounts will display on the course page or will be automatically applied during the purchase process. Only one coupon code should be entered during the checkout process and will be validated by the system if applicable to items in your cart. If you have already registered and forgot to use your coupon code, you can request an eligible refund .

GTPE does not have a discount program for senior citizens. However, Georgia Tech offers a 62 or Older Program for Georgia residents who are 62 or older and are interested in taking for credit courses. This program does not pay for noncredit professional education courses. Visit the  Georgia Tech Undergraduate Admissions  page for more information on the undergraduate program and the  Georgia Tech Graduate Admissions  page for more information on the graduate program.

What professional education programs are eligible for veteran education benefits?

The following GTPE programs are eligible for veteran education benefits:

  • Construction Safety and Health Certificate Program (Atlanta campus courses only)
  • Project Management Certificate Program (Atlanta campus courses only)
  • Safety and Health Management Certificate Program (Atlanta campus courses only)

View the GTPE veteran’s GI Bill benefits checklist for more information.

Do you have a program for senior citizens?

GTPE does not have a program for senior citizens. However, Georgia Tech offers a 62 or Older Program for Georgia residents who are 62 or older and are interested in taking for credit courses. This program does not pay for noncredit professional education courses. Visit the Georgia Tech Undergraduate Admissions page for more information on the undergraduate program and the Georgia Tech Graduate Admissions page for more information on the graduate program.

What happens if my course is cancelled?

In the event of a cancellation, we will provide you with a full refund or transfer to an equivalent course.

Do I need a student visa to take a course?

Short courses (1-5 days) and conferences do not require a student visa. A B-2 Tourist Visa, along with a copy of your registration confirmation email and a copy of your completed web registration order page, should suffice.

If participation in a course is employment related, with immediate departure from the U.S., then a B-1 Temporary Business Visa will be required.

We encourage you to contact your U.S. Consulate or Embassy to determine visa eligibility. Full refunds will be provided to participants who are unable to obtain an entry visa and contact our office prior to the start of the course.

English as a Second Language students should contact the Language Institute for admission and visa requirements.

Do you provide letters of invitations or immigration documents for student visas?

We do not issue letters of invitation and cannot provide immigration documents for the issuance of a student visa. Full refunds will be provided to participants who are unable to obtain an entry visa and contact our office prior to the start of the course.

What payment methods do you accept?

Full payment is due at time of registration. Accepted payment methods include:

  • Credit cards
  • Purchase orders (company and government)
  • International wire payments *
  • Georgia Tech Workday Number (for Georgia Tech employees only)
  • Private loans *
  • GI Bill benefits * (Eligible Atlanta campus courses only. Off-campus and online courses are not eligible for VA Benefits.)
  • Company checks*

* Requires document upload or transaction verification during the checkout process.

What information is needed for a purchase order?

Purchase order documents must include the following:

  • Name of company’s financial contact and/or ap (accounts payable) email address

Please do not include social security numbers on purchase order documents.

How do I pay with a company check?

  • Make your check payable to “Georgia Institute of Technology” and include the order number and participant name on the face of the check.
  • Choose “Company Purchase Order” as the payment method at checkout and upload a copy of your check to your order.

GTPE Accounting Georgia Institute of Technology Global Learning Center 84 5th St. NW Atlanta, GA 30308-1031

When is a payment due for a course?

Full payment is due at the time of registration.

How do I make a payment?

General Public Payment is due at the time of purchase. Invoice payments must adhere to the Board of Regent’s business terms of net 30.

Georgia Tech Employees PeopleSoft payments are processed at the time of registration. Georgia Tech employees cannot use PCards for GTPE registration charges.

Are there additional fees for books, supplies, or materials?

Additional fees vary by course. Be sure to review the Requirements & Materials tab on the course page for more information.

My company has offered to pay for this course. Can you invoice them directly?

Yes. Here are the steps to receive an invoice:

  • Add the course(s) to the cart.
  • Print your cart and submit to your employer as the cost estimate.
  • Receive a copy of your company’s Purchase Order or payment approval document for GTPE to invoice against.
  • Return to your cart, proceed through checkout and upload our company PO in the final payment step.
  • The GTPE Business Office will generate an invoice 10 days prior to the start of the course at which point you are no longer eligible to withdraw with fund. Your company must:
  • Abide by the Georgia Tech and Board of Regent’s business terms of net 30.
  • Pay the full balance of a Georgia Tech invoice (there are no discounts for payments made early or on time).
  • Pay the invoice if the employee fails to withdraw during the refund period and does not attend the course.

What is your policy for refunding a credit card payment?

Credit card refunds are processed to the original credit card. The credit card issuer is responsible for refund credit balances to the cardholder.

Do you offer payment plans?

We do not offer payment plans for any of our services, conferences, or courses. Payment must be made in full at time of purchase.

Will participants be issued a 1098-T tax form for courses taken at GTPE?

GTPE cannot issue 1098-T tax forms. If you have a payment history need for tax purposes, we are happy to provide you with receipts of payment. Please submit your requires to [email protected] . Be sure to include your full legal name and Georgia Tech ID which can be found within your GTPE profile .

Withdrawals, Substitutions, and Transfers

Course registration changes.

Please see our  Terms and Conditions  for complete details on our policies for course registration changes.

Transcripts, Certificates, and Credits

Are your ceus accredited.

GTPE’s use of CEU follows accepted criteria and guidelines established by the Georgia Board of Regents which follows international standards such as The International Association for Continuing Education and Training (IACET).

Do you provide transcripts or certificates for Professional Development Hours or Professional Development Units?

GTPE does not issue transcripts or certificates with Professional Develop Hours (PDH) or Professional Development Units (PDU), but the crosswalk here is provided for reference.

One CEU = 10 contact hours of instruction One PDH = 1 contact hour of instruction (one CEU = 10 PDH) One PDU = 1 contact hour of instruction (one CEU = 10 PDU)

Will I receive a course completion certificate?

Upon successful completion of most GTPE courses (80% minimum attendance and a passing grade in courses that require an assessment), you may receive a certificate indicating the number of CEUs earned. Certificate issuance exceptions include courses with outstanding credentialing entities (i.e. OSHA or PADI).

How do I request a transcript of my CEUs?

CEUs earned are recorded in the attendee’s name and will appear on a GTPE transcript. All transcripts must be requested by the attendee via the transcript request form . Requests are typically processed within three business days.

How do I petition for a program certificate audit?

For an audit of your transcript for progress toward completion of a certificate, please complete the transcript request form . GTPE courses do not provide academic or degree credit. Georgia Tech academic or degree credit is only available to matriculated students taking courses that meet degree requirements.

What requirements are required by my state and association?

For specific information on state licensing or credit requirements, please contact your state licensing board. If you are seeking certification through a professional association, please review the specific requirements with that association.

TRAIN AT YOUR LOCATION

We enable employers to provide specialized, on-location training on their own timetables. Our world-renowned experts can create unique content that meets your employees' specific needs. We also have the ability to deliver courses via web conferencing or on-demand online videos. For 15 or more students, it is more cost-effective for us to come to you.

Flexible Schedule

Group training, customize content, on-site training, earn a certificate, want to learn more about this course.

Logility Delivers GenAI for Supply Chain Planning. Learn More.

integrated business planning conference

Integrated Business Planning (IBP) – House of Planning

Share this:.

It’s called the house of quality because the outline and levels of the matrix resemble a house. The foundation of the house of quality is the belief that products/services should be designed to reflect customers’ desires and tastes. To achieve that, the entire company must work together starting at product conception. The house of quality is a conceptual map that facilitates inter-functional planning and communications. In a way Integrated Business Planning (IBP) also is a framework for inter-functional planning and communications and is used by companies to ensure alignment and synchronization of demand and supply for products and services. I thought it would be interesting to discuss the components of IBP in a “House of Planning” framework.

integrated business planning conference

The Entire House: Integrated Business Planning Thousands of companies of all size and types have reduced costs, improved service, and gained competitive advantage through Sales and Operations Planning (S&OP) initiatives. However, many companies have plateaued in their S&OP process maturity and are looking to take planning to the next level – which may very well be Integrated Business Planning (IBP).

IBP is a comprehensive process that blends strategic business planning, financial planning and tactical Sales & Operations Planning. IBP synchronizes higher-level and operational supply chain planning by combining data from sales, marketing, production, procurement, transportation and finance. It removes organizational and technology barriers, aligning and synchronizing plans to provide one powerful decision center for all stakeholders.

The benefits of IBP go beyond those of S&OP in several important ways. Fundamentally, IBP simplifies complex, cumbersome, and disconnected tasks within a single integrated planning process. When supported by a collaborative platform that encompasses all relevant data, IBP streamlines and unites planning activity across the business, from demand, inventory and supply to manufacturing, financial planning and strategic planning.

integrated business planning conference

Attic: Strategic Planning The purpose of long-range planning is to understand what market and other conditions may exist down the road, identify areas of opportunity, and anticipate what competitors may do over an extended time horizon.

Unfortunately, most strategic planning processes are very manual and almost never take the results of lower planning processes into consideration, producing a lack of realism that often makes the strategic plan unattainable. IBP unites multiple disciplines and multiple process steps to develop an optimal business strategy, managing risk and developing mitigation plans, and seeking out business opportunities.

Top Floor (Bedrooms): Financial Planning Customers expect the same level of service no matter what sales channel they engage, division they are dealing with or where they reside. Companies cannot afford to experience latency in supply chain planning information due to system disconnects.

Integrating S&OP, financial planning and strategic planning into one comprehensive Integrated Business Planning (IBP) continuum revolutionizes the level of insight available to management teams and ensures high customer service while maximizing company performance.

integrated business planning conference

Main Floor (Kitchen/Living Room/Dining Room): S&OP Integrating S&OP and strategic planning into one comprehensive Integrated Business Planning (IBP) continuum revolutionizes the level of insight available to management teams. Global visibility, smart real-time reactions to exception conditions and forward-looking analytics drive thoughtful, proactive decisions that minimize future supply-chain risk while maximizing business effectiveness.

integrated business planning conference

Basement (Recreation Room, Tool Shop, etc.): Supply Chain Planning System of Record Most companies today are too busy manually manipulating and aligning data, reacting to the latest disruption, and adjusting supply to try to meet constantly changing customer demand to get much beyond a basic monthly demand/supply planning process.

Synchronizing and aligning all relevant business planning data in a common platform allows your valuable planning resources to focus on analyzing data to develop recommendations and take actions that lead to added business value. Financial and volumetric data is connected to bring new understanding through advanced numerical and visual analytics. Analyses are conducted in the timeframes and units most appropriate to identify opportunities and minimize risks. Sets of alternatives are developed through “what-if” scenario analysis, simulations, and other advanced tools to develop the optimal response to changing supply chain information.

integrated business planning conference

Not only does Integrated Business Planning integrate volumetric and financial data, it also links tactical and strategic plans, allowing planners to translate between aggregate and detail planning levels easily and effectively. Companies that adopt an IBP process can perform robust product and portfolio reviews as well as enhanced modeling, simulation, and what-if scenarios. IBP encompasses the broad scope of multi-organization, multi-unit, and multi-national planning based on a common set of data, while also improving operational risk visibility and mitigation capabilities. The IBP process helps extended management teams align and synchronize planning processes in one highly visible and accessible shared environment that spans planning time horizons as far as a decade or more into the future. In those companies that have embraced the House of Quality, maybe explaining IBP in a House of Planning metaphor will accelerate adoption.

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Integrated Business Planning 2019

  • 20-21 Jun 2019
  • Radisson Blu Hotel Frankfurt, Germany

Description

Integrated Business Planning 2019 is a conference that provides an insight on how to keep making the right business case for your S&OP/ IBP journey. Experts will discuss the challenges and solutions.

Integrated Business Planning 2019 covers topics such as:

  • The right culture and leadership to implement IBP successfully
  • Key drivers for cross functional integration IBP journey, strategic and technological levers
  • The importance of neutrality: how an independent S&OP / IBP function has been critical in a fast-growing brand
  • Next generation demand planning using artificial intelligence
  • Digital supply chain processes from end to end for customer replenishment with excellence in planning
  • How advance forecasting and predictive analytics will modify IBP
  • Driving successful change management

Integrated Business Planning 2019 brings together attendees with responsibilities in:

  • Sales and Operation Planning
  • Integrated Business Planning
  • Logistics and Materials Planning
  • Supply Chain
  • Forecasting
  • Demand Planning
  • Accounting and Reporting
  • Financial Planning and Analytics
  • Commercial Planning
  • Corporate Development
  • Data Analytics
  • Performance Management
  • Artificial Intelligence
  • Precriptive and Advance Analytics
  • Business Process Management
  • Change Management

Past Events

  • Integrated Business Planning 2019 - 20-21 Jun 2019, Radisson Blu Hotel Frankfurt, Germany (84942)
  • Global Integrated Business Planning Summit 2018 - 21-22 Jun 2018, Hilton Amsterdam Airport Schiphol, Netherlands (74633)

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Articles / news / press releases, search for events.

Ana is the Demand Forecasting Product Owner at British American Tobacco. Her remit covers Process, Capability & the Digital Functionality for global demand forecasting. Passionate about demand forecasting, Ana has held a variety of demand forecasting roles since joining BAT in 2007, building deep functional, strategic and commercial expertise which she has utilised to design and deliver demand forecasting transformations. She studied Applied Mathematics at the Lusiada do Porto University in Portugal.

Sefa is Central Demand Planning Manager at Haier Europe where he leads the central demand planning and statistical forecasting program for the Candy, Hoover and Haier brands. Prior to Haier Europe, he worked for Suominen Corporation, SC Johnson, Sealed Air and Reply Consulting in various demand planning and supply chain roles. Sefa holds a B.Sc in Mechanical Engineering from Istanbul Technical University and an M.Sc. in Management Engineering from the Polytechnic University of Milan.

Jonathon is a recognized thought leader in demand planning and S&OP and is CEO and co-founder of the consultancy NorthFind Management. Jonathon has been a long-term contributor to the IBF’s body of knowledge, with a specific focus on forecasting metrics, decision making, and behavioral science. Jonathon is the author of an Amazon #1 Best Seller for his book, “Histories of the Future: Milestones in the Last 100 Years of Business Forecasting”. He is a graduate of the MIT Sloan School of Management, a member of the 2019 Management Excellence cohort at Harvard Business School and is a member of the Harvard Business Review’s Advisory Council.

integrated business planning conference

  • Group Training
  • Individual Training

integrated business planning conference

  • Individual Certification
  • Corporate Certification
  • Companies Certified
  • Testimonial
  • Companies w/ Certification
  • Levels of Certification
  • Certification Details
  • Sample Exams
  • Recertification
  • Preparation Materials
  • Exam Schedule
  • CPF Prep/Review

integrated business planning conference

  • Research Reports
  • Virtual Conference Recordings

integrated business planning conference

  • Cancellation Policy
  • Refund Policy for Events
  • Ambassador Program
  • Member Companies
  • Partnership
  • Apply to Speak
  • Subscription
  • Maturity Model
  • Sponsored Content
  • Become a Sponsor
  • Exhibit at IBF Events
  • Assessments / Advisory
  • EmployAbility

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Pre-Conference Tutorial

CPF Certification

S&OP Certificate

Supply Chain Planning Certificate

Reserve Your Space Without Obligation

Need time to get approval? No worries. Reserve seat, lock-in discounted rate, and pay later.

This conference is the beating heart of the European forecasting and planning community, bringing together planning professionals from around the world for 2 or 3 days of workshop sessions, round robins, and panel discussions. 2 maturity streams are designed to implement planning in your organization or take an existing process to the next level. This is where professionals come to learn, share knowledge, and take inspiration for real change that drives competitive advantage. A community-focused event, there are multiple networking and socializing opportunities, all in the centre of Amsterdam.

  • Join the largest gathering of global professionals from all industries with S&OP/IBP, Demand Planning, Supply Chain, Forecasting, and Analytics responsibilities in Europe
  • Meet other professionals from Sales, Marketing, Finance, HR, Executive Management, and other key functions in the S&OP/ IBP process
  • Learn how to bring change to your organization for better S&OP and operations planning
  • Bring your organization to best-in-class levels in performance through better business planning & forecasting
  • Learn step-by-step from lessons learned and case studies shared by well-known global companies
  • Get instant feedback on your specific challenges and truly network during our Round-Robin Round-Table Discussions
  • Enjoy further networking during our after conference cocktail reception
  • Take advantage before or after the conference of our exceptional location in the heart of central Amsterdam
  • All this and more

integrated business planning conference

The Institute of Business Forecasting & Planning – IBF is a membership organization recognized worldwide as the premier full-service provider of S&OP/ IBP, Demand Planning, Forecasting, Business Analytics education, benchmarking research, training, certification, world-class conferences, and advisory services. Since 1982, the IBF has been helping businesses improve their forecasting and planning performance in an effort to enhance growth, optimize supply chains, improve cash-flow and their bottom line. It has been said that no other organization on the globe has as much depth in its services and educational content for S&OP/IBP, Demand Planning & Forecasting as IBF.

Having some of the world’s most well known global companies as its members, the IBF is constantly finding and disseminating better ways to manage demand, improve organizational efficiency, and company performance. By becoming an IBF member, you can ensure that you stay current with proven best practices, link with global professionals facing similar challenges, ascend in your career, and bring your organization to best-in-class levels in performance. The IBF is a pioneer in developing a Demand Planning, Forecasting, and S&OP Certification program that can help boost your credentials, as well as, give management greater confidence in its people. The IBF is known for two levels of certification: Certified Professional Forecaster (CPF®️) and Advanced Certified Professional Forecaster (ACPF®️).

TERMS & CONDITIONS :

  • PAYMENT: Payment in full is required prior to the scheduled date of IBF event. Unless payment is received before the start of the scheduled event, your registration will be canceled.
  • CANCELLATION POLICY: All cancellations must be received in writing a minimum of 15 days prior to the IBF event. Cancellations received less than 15 days prior to scheduled event are subject to a $195 (USD) service charge. No refunds will be given for cancellations made on the event date and thereafter of scheduled program. If you have received training material for the event, then regardless of time before the event, no refunds will be given. Furthermore, if your package includes IBF Membership, membership is non-refundable. Therefore any approved refunds that include IBF Membership will be returned minus IBF Membership at the advertised price.
  • MATERIALS: Any materials delivered by IBF in reference to this program are for personal use only.
  • SPEAKERS: The Institute of Business Forecasting & Planning - IBF, reserves the right to substitute, eliminate, and/or reschedule sessions and speakers if necessary.
  • Plus, as a registrant or speaker, you agree that you may be included in group pictures or videos taken at the event that could be used for IBF services, including marketing in the future.
  • For event packages that include IBF membership, registrants will be billed annually for each member. Membership can be cancelled at any time by unselecting membership renewal on your IBF profile.

integrated business planning conference

IBF members will receive expert instruction on the Fundamentals of Demand Planning & Forecasting, based on IBF’s body of knowledge used by 1000’s of global companies. You’ll hear about what works and what successful companies are doing today to improve business performance.

Key Learnings:

  • Learn how to measure forecasting performance, a key to continuous improvement
  • Learn next level forecasting analytics used by best-in-class companies
  • Learn how to analyze and treat data before using your ERP System
  • Learn how to prepare baseline forecasts using Time Series methods, the most widely used method for forecasting
  • Learn how to use Regression/ Causal analytical methods to explain, forecast, and drive demand
  • Learn how to forecast and plan new products, where limited or no data may be available
  • And much more

This workshop is an excellent step in preparing for and becoming a Certified Professional Forecaster (CPF®️). Select 'GOLD CERTIFY PACKAGE' below to register for both the conference and the CPF exams. Find out more about the CPF program here .

Use what you learn from this IBF event to become a Certified Professional Forecaster. Simply select the GOLD CPF CERTIFICATION package below and gain access to the event, preparation materials, as well as the three CPF Exams.

The CPF program is the gold standard in demand planning certification, identifying you as a value driver in demand planning, forecasting and S&OP. It places professionals in the elite group of forecasters, with many CPFs saying it helped them secure a new job, promotion and pay raise. Find out more about the CPF program , or register below.

integrated business planning conference

Keyamma Garnes, CPF

Benefits For Employees

  • Accelerate your career growth, leadership opportunities, marketability, and job security
  • Validate your professional experience, knowledge, and skill-sets in the field
  • Build confidence knowing that you’re prepared for today’s rapidly changing marketplace
  • Complement your supply chain education & certifications with IBF
  • Become more recognized at your company, as well as in the field

Benefits For Employers

  • Save time and resources as IBF certified individuals are pre-qualified, allowing you to quickly identify the right person for an S&OP or forecasting/demand planning job
  • Gain assurance that an IBF Certified individual has the background to help improve forecasting performance and hit the ground running
  • Increase the value of your forecasting and demand planning staff, department, and company
  • Save time and resources in training — CPF or ACPF professionals already have a verified body of knowledge

When you register for the conference, you have the option of earning IBF’s S&OP/ IBP Certificate, which validates your knowledge gained through the program. This digital certificate demonstrates an understanding of the fundamentals of Sales & Operations Planning (S&OP) and Integrated Business Planning (IBP), and reveals to employers that you have a working knowledge of the associated processes and best practices.

integrated business planning conference

To gain the Certificate you will have 1-hour to take a knowledge check which validates your understanding of the course content. This knowledge check covers the end-to-end planning process and best practices.

Upon successful completion of the knowledge check, you will be awarded with IBF’s internationally recognized S&OP/ IBP Certificate.

This digital certificate is shareable on platforms such as LinkedIn. To get your S&OP/ IBP Certificate, select the ADD-ON: CERTIFICATE IN S&OP/ IBP at checkout.

  • Get recognized in S&OP/IBP by the leading organization in the field
  • Demonstrate to employers that you have a working knowledge of S&OP/ IBP best practices
  • Stand out to employers and secure the best remunerated planning roles
  • Use the skills gained to improve KPIs including customer service, inventory turns, forecast accuracy, cash flow, revenue, and EBITDA
  • Add to your credentials and share your certificate on LinkedIn

When you complete this IBF event, you have the option of earning IBF’s Supply Chain Planning Certificate, which validates your knowledge gained through the program. This digital certificate demonstrates an understanding of the fundamentals of Supply Chain Planning, and reveals to employers that you have a working knowledge of the associated processes and best practices.

integrated business planning conference

To gain the Certificate you will have 1-hour to take a knowledge check which validates your understanding of the course content. This knowledge check covers the end-to-end planning process and best practices. The Boot Camp contains much of the knowledge required to pass.

Upon successful completion of the knowledge check, you will be awarded with IBF’s internationally recognized Supply Chain Planning Certificate.

This digital certificate is shareable on platforms such as LinkedIn. To get your Supply Chain Planning Certificate, click "REGISTER" to "ADD-ON: CERTIFICATE IN SUPPLY CHAIN PLANNING " with your Boot Camp registration.

  • Get recognized in Supply Chain Planning by the leading organization in the field
  • Demonstrate to employers that you have a working knowledge of Supply Chain Planning best practices

integrated business planning conference

  • Pre-Conference Tutorial Nov 20, 2024
  • Conference Day 1 Nov 21, 2024
  • Conference Day 2 Nov 22, 2024
  • Exam Day Nov 22, 2024

ROLE OF FORECASTING IN THE ORGANIZATION

  • Benefits and its impact on supply chain, management decisions, financial plans
  • Responsibilities/Accountability
  • Consensus development and management support
  • Relationship to other decision and planning processes
  • Cross-function participation and involvement

S&OP & FORECASTING PROCESS

  • Process design and interfaces
  • Cross-functional involvement and consensus building
  • Forecaster competencies & skills
  • Forecast user Information needs
  • Risk and error tolerances

FORECAST ERROR MEASUREMENT

  • Importance of error measurement and analysis
  • Sources and remediation of error
  • Interpretation and application of error metrics
  • Mean Absolute % Error (MAPE)
  • Weighted Mean Absolute % Error (WMAPE)
  • Error analysis and cost of error

DATA MANAGEMENT AND DATA CLEANING

  • Data identification and definition
  • Structure of time series data
  • Data collection and analysis
  • Identifying and adjusting for anomalies

HOW TO FORECAST WITH TIMES SERIES MODELS – THE MOST WIDELY USED METHOD OF FORECASTING

  • Importance of pattern identification
  • Time series model development
  • When to use time series models
  • Advantages and disadvantages of time series
  • Event adjustments and when to use
  • Underlying assumptions
  • Widely used time series methods – averages, naïve model, exponential smoothing, decomposition, trend, seasonal, and other time series methods

HOW TO FORECAST WITH REGRESSION ANALYTICS – FORECASTING AND EVALUATING CAUSES OF VARIATION IN DEMAND

  • When to use Regression
  • Advantages and disadvantages
  • How to build a regression model for demand
  • Application in estimating effects of promotions, pricing, advertising, and other program actions
  • Using regression methods in conjunction with time series forecasting

NEW PRODUCT FORECASTING – FORECASTING OVER LONGER TIME PERIODS WITH GREATER UNKNOWNS

  • Challenges of New Product Forecasting
  • Opportunity identification and evaluation
  • Product lifecycle structure and estimation
  • Qualitative forecasting methods
  • Diffusion models
  • Quantitative forecasting methods
  • Expected error and accuracy

MS-EXCEL will be Used for Demonstration Exercises. Bring Along Your Laptop (Optional)

Member’s discount: -$100

integrated business planning conference

  • QAD DynaSys
  • Neways iPac

integrated business planning conference

IMAGES

  1. What is Integrated Business Planning and What are the Business Benefits

    integrated business planning conference

  2. What is Integrated Business Planning and Why Does it Matter?

    integrated business planning conference

  3. What Is Integrated Business Planning and Why Is It Important?

    integrated business planning conference

  4. Align Strategy and Operations with Collaborative Integrated Business

    integrated business planning conference

  5. Webinar Recap

    integrated business planning conference

  6. What is Integrated Business Planning (and How to be Successful)

    integrated business planning conference

VIDEO

  1. Business planning

  2. Management Consulting explained

  3. Conference Chair Invitation to Estate and Trusts Planning Conference

  4. business plan

  5. Business Plan Presentation

  6. Business Plan Implementation

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