Integrated Business Planning: How to Integrate Planning Processes, Organizational Structures and Capabilities, and Leverage SAP IBP Technology 2018 ed. [Kõva köide]

  • Formaat: Hardback, 265 pages, kõrgus x laius: 235x155 mm, kaal: 588 g, 99 Tables, color; 237 Illustrations, black and white; XIII, 265 p. 237 illus., 1 Hardback
  • Sari: Management for Professionals
  • Ilmumisaeg: 12-Jun-2018
  • Kirjastus: Springer International Publishing AG
  • ISBN-10: 3319756648
  • ISBN-13: 9783319756646
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  • Formaat: Hardback, 265 pages, kõrgus x laius: 235x155 mm, kaal: 588 g, 99 Tables, color; 237 Illustrations, black and white; XIII, 265 p. 237 illus., 1 Hardback
  • Sari: Management for Professionals
  • Ilmumisaeg: 12-Jun-2018
  • Kirjastus: Springer International Publishing AG
  • ISBN-10: 3319756648
  • ISBN-13: 9783319756646
This book presents a comprehensive introduction to Integrated Business Planning (IBP), building on practitioner's experience and showcasing the value gains when moving from disconnected planning to IBP. It also proposes a road map for the transformation of planning, including technological initiatives, business priorities and organizational processes, and demonstrates how to motivate different IBP stakeholders to work together, when and how to connect strategic (to be understood as long term SC&O), tactical and operational planning and how to leverage functional and data integration features of SAP IBP. Real-world business-process use cases help to show the practical implications of implementing SAP IBP. Furthermore the book explores new capabilities, talent acquisition and retention, career development leadership, IBP Center of Expertise. A discussion of how disruptive technology trends like big data, Internet of Things, machine learning and artificial intelligence can influence IBP now and in the near future rounds out the book.
1 Recent Past Disconnected Planning
1(8)
1.1 Summary
7(2)
Reference
8(1)
2 Why Move to Integrated Business Planning
9(22)
2.1 Value of IBP Process and Organization Transformation
9(3)
2.1.1 Process Value
9(3)
2.1.2 Organizational Value
12(1)
2.2 Value of SAP IBP on HANA in Cloud
12(7)
2.3 Value of SAP IBP Pre-configured System
19(9)
2.4 Value of Operating IBP in Holistic Way
28(1)
2.5 Summary
29(2)
References
30(1)
3 What Makes Integrated Business Planning
31(42)
3.1 Integrated Design
31(7)
3.2 Connect Planning Processes: Strategic, Tactical, and Operational
38(6)
3.2.1 Strategic Annual Business Planning and Tactical S&OP Integration
38(1)
3.2.2 Monthly Strategic Product Planning and Tactical S&OP Integration
39(2)
3.2.3 Operational Planning and Tactical S&OP Integration
41(1)
3.2.4 Summary
42(2)
3.3 Extend S&OP
44(6)
3.4 Connect Org. Structures and Capabilities
50(7)
3.4.1 Connect Functions
51(1)
3.4.2 Connect Organizationally Planning Processes and Levels
52(1)
3.4.3 Create Overlap of Capabilities
53(4)
3.5 Connect Data and Systems
57(14)
3.5.1 Time Series Integration
59(10)
3.5.2 Order-Based Integration
69(2)
3.5.3 Other Integration Options
71(1)
3.6 Summary
71(2)
References
72(1)
4 How to Run IBP: Use Cases
73(56)
4.1 Strategic Planning
73(5)
4.1.1 Improve E2E Strategic Initiative Simulation
73(4)
4.1.2 Improve Strategic Product Demand Planning
77(1)
4.2 Tactical S&OP
78(38)
4.2.1 Improve Focus with Segmentation
78(8)
4.2.2 Improve Efficiency and Effectiveness with Differentiated Forecasting
86(9)
4.2.3 Improve Availability with Safety Stock Planning
95(7)
4.2.4 Improve Supply Chain Costs with Optimizer
102(6)
4.2.5 Improve IBP Supply Chain Planning with ARIBA Supplier Collaboration
108(3)
4.2.6 Improve Financial Outcomes with "What---If" Simulations
111(5)
4.3 Operational Planning
116(12)
4.3.1 Improve Responsiveness with Demand Sensing
116(6)
4.3.2 Improve Responsiveness with Short-Term Demand Prioritization
122(6)
4.4 Summary
128(1)
References
128(1)
5 How to Manage Organization and Capability Change
129(26)
5.1 Talent Acquisition
129(11)
5.1.1 Talent Acquisition Is Not Synonymous with Recruitment
129(11)
5.2 Talent Retention
140(3)
5.2.1 Why Should Companies Invest in Retaining Employees?
141(2)
5.3 Career Path Development
143(2)
5.3.1 What Is a Career Path?
143(1)
5.3.2 What Are the Career Path Development Stages?
143(1)
5.3.3 What Are the Key Factors for Successful Implementation of Career Pathing?
144(1)
5.4 IBP Center of Expertise: Leadership!
145(6)
5.4.1 Let Us Talk About IBP COE Leadership!
148(3)
5.5 Summary
151(4)
References
152(3)
6 How to Enable Change with SAP IBP Technology
155(46)
6.1 SAP IBP Applications Overview
155(11)
6.1.1 Application Modules in SAP IBP
155(2)
6.1.2 IBP for Sales and Operations Planning
157(2)
6.1.3 IBP for Response and Supply
159(4)
6.1.4 IBP for Inventory
163(2)
6.1.5 IBP for Demand
165(1)
6.2 Process Modeling
166(10)
6.2.1 Global and Local Processes
166(1)
6.2.2 Process Cadence and Orchestration
167(2)
6.2.3 Hierarchy of Processes
169(1)
6.2.4 Process Management
170(1)
6.2.5 Process Template
171(1)
6.2.6 Process Steps
172(1)
6.2.7 Process Instance
173(1)
6.2.8 Process Visualization and Monitoring
174(1)
6.2.9 Task Management
174(1)
6.2.10 Process Automation
175(1)
6.3 Organization Modeling
176(3)
6.4 Data Modeling
179(8)
6.4.1 Elements of a Planning Area
183(1)
6.4.2 Master Data Types
183(1)
6.4.3 Key Figures
184(3)
6.5 Versions, Scenarios, and Assumptions
187(4)
6.5.1 Versions
188(1)
6.5.2 User-Defined Scenarios
188(1)
6.5.3 User-Defined Scenario Management
189(1)
6.5.4 Version and Scenario Comparison
189(1)
6.5.5 Assumptions
190(1)
6.6 Collaboration
191(7)
6.6.1 Collaboration in SAP IBP
192(1)
6.6.2 JAM Collaboration
192(3)
6.6.3 Validating Options
195(1)
6.6.4 Meetings and Decisions
195(2)
6.6.5 Store and Share Documentation
197(1)
6.6.6 Case Management
198(1)
6.7 Summary
198(3)
References
199(2)
7 How to Measure Transformation Success
201(34)
7.1 Why Measure, Relevance in Performance Measures
201(2)
7.2 What to Measure
203(6)
7.3 How to Measure
209(9)
7.3.1 Components of a Process Metric
215(3)
7.4 Process Measurement
218(1)
7.5 How to Measure Effectiveness, Efficiency, and Adherence
219(6)
7.5.1 Correlation of Metrics
223(2)
7.6 Big Picture: How to Link Measurement to Shareholder Value
225(5)
7.7 When Things Go Wrong
230(3)
7.8 Summary
233(2)
References
233(2)
8 How to Build Transformation Path
235(14)
8.1 Qualitative Assessment
235(5)
8.2 Quantitative Assessment
240(2)
8.3 Improvement Opportunities and Prioritization
242(2)
8.4 Road Map and Business Case
244(2)
8.5 Summary
246(3)
Reference
247(2)
9 "Quo Vadis" Integrated Business Planning
249
9.1 Observations of Disruptive Technology Trends
249(3)
9.2 Process Trends
252(9)
9.3 Planning Applications Observations
261(1)
9.4 Organizational and Capabilities Trend
262
References
265
Robert Kepczynski has more than 20 years' experience in supply chain management and technology. Robert does assess, design and implement people capability models, process design and delivers efficient technology solutions. He is specialized in supply chain planning processes and technologies. Robert took business roles in plant supply / production planning and sequencing, inventory and materials management, warehouse and duty operations, costing and budgeting, in market IBP and S&OP, distribution planning, and in regional & global S&OP, forecasting, demand planning and demand management, and process ownership. Robert led x-functional transformation programs delivering functional optimization and differentiation. His production plant, market and global process experiences was valued in the 2nd worldwide SAP IBP implementation, which has started in 2013. This project proved that Robert has heart, head and hand for IBP. Raghav Jandhyala is a Senior Director of Product Management at SAP for SAP IBP responsible for sales and operations planning and unified planning processes and best practices in IBP. Raghav has over 16 years of experience in different fields like Supply Chain Management, Retail and Banking along with strong technical background in development and adoption of business applications. Raghav held various roles in his career as business consultant, development architect, solutions manager and product manager. Raghav is responsible for developing the roadmap for S&OP solution and works with multiple IBP Customers for new innovations and as a trusted advisor for their global rollouts. Ganesh Sankaran is a Supply Chain Management technology practitioner. Ganesh helps clients solve business problems and generate value from their supply chain processes, particularly in the planning domain. Ganesh possesses a skillset that combines deep theoretical insights in SCM and rich implementation experience in SAP solutions further enriched by around seven years of prior software development experience. Alecsandra Dimofte is working for SAP where she started as a supply chain management consultant. Alecsandra was involved in several IBP / S&OP implementation projects which allowed her to play different roles, from integration consultant to functional design lead. Alecsandra contributed to the development of the S&OP practice within her delivery unit and to the growth of the IBP online community by active participation in the space dedicated to IBP.

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