Managing Complexity in Global Manufacturers Through Strategic, Financial and Operational Integration
This group is tailored to Financial Planning and Analysis (FP&A), Supply Chain, Sales and Operations Planning (S&OP), Strategy and Decision Support professionals that seek to make step change improvements to how their organizations plan, manage and govern their business. It is especially relevant to those seeking to understand how they can:
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- Improve the accuracy of profit and cash flow forecasts
- Establish a monthly or quarterly rolling forecast (RF) process
- Establish a financially integrated and profit-based S&OP process
- Combine RFs and S&OP into a single enterprise process
- Manage risk and complexity through effective scenario planning
- Provide greater forward visibility into potential risks
- Drive sustainable cost reduction across functions and entities
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Despite significant investments in Business Intelligence, FP&A, S&OP and other technologies, many of these issues remain. Especially in larger and more complex organizations, where many feel like they are “hitting a wall” – one where further improvements can’t be squeezed out of existing processes and systems. At the same time, much debate is taking place about the need for greater strategic, financial and operational integration to address the above issues. And more specifically, how Integrated Business Planning (IBP) provides the means to achieve such integration. The problem is that:
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- There are different views about what constitutes full integration
- Marketing hype from software vendors is clouding the debate
- Debates are taking place in silos, not at an enterprise level
- A lack of understand about how IBP, FP&A and S&OP differ
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This group seeks to bring clarity to these discussions. To join this group, click here.
