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The transition from sales and operations planning to integrated business planning : practices and principles / 2nd ed

The transition from sales and operations planning to integrated business planning : practices and principles / 2nd ed (Loan 1 times)

Material type
단행본
Personal Author
Palmatier, George E. Crum, Colleen, 1953-.
Title Statement
The transition from sales and operations planning to integrated business planning : practices and principles / George Palmatier and Colleen Crum.
판사항
2nd ed.
Publication, Distribution, etc
Plantation, FL :   J. Ross Publishing,   2023.  
Physical Medium
xiv, 301 p. : ill. ; 24 cm.
ISBN
9781604271911
요약
"Forward-thinking companies are evolving their Sales and Operations Planning processes into Integrated Business Planning (IBP) for a simple reason: doing so generates far greater gains in their business results. In an easy-to-digest format, this book uses a fictional company to show how to transition to IBP and further explains how companies are linking strategy to execution through the IBP process"--Provided by publisher.
Content Notes
Machine generated contents note: Preface -- The Company and Players -- Prologue -- Chapter 1: The Proposition -- Chapter 2: The First Step -- Chapter 3: Common Understanding -- Chapter 4: Stuck -- Chapter 5: The Difference Between Sales and Operations Planning and Integrated Business Planning -- Chapter 6: Consensus on the Basics -- Chapter 7: Connection to Execution -- Chapter 8: Integrated Business Planning as the Primary Way to Manage the Business -- Chapter 9: Revisiting Consensus -- Chapter 10: Implementation -- Chapter 11: Getting Started -- Chapter 12: Good Decision Making in Difficult Times -- A Collection of Business Management Principles I Wish I Had Understood Earlier -- Section 1: Accountability -- Section 2: Aggregate Planning -- Section 3: Align, Integrate, Synchronize -- Section 4: Annual Planning -- Section 5: Behaviors -- Section 6: Change and Transformation -- Section 7: Collaboration -- Section 8: Communication -- Section 9: Consensus -- Section 10: Control of the Business -- Section 11: Customer Focus -- Section 12: Decision Making -- Section 13: Demand Management -- Section 14: Disciplined, Regular, Routine -- Section 15: Do What You Say You Are Going to Do -- Section 16: Financial Perspective -- Section 17: Foundational Principles and Behaviors -- Section 18: Improvement Methodology -- Section 19: Information Technology -- Section 20: Integrated Business Planning -- Section 21: Integrated Management -- Section 22: Issue Management -- Section 23: Leadership -- Section 24: Learnings -- Section 25: Life Skills -- Section 26: Longer Term Focus -- Section 27: Performance and Measures -- Section 28: Person in Charge -- Section 29: Planning -- Section 30: Product and Portfolio Management -- Section 31: Respect -- Section 32: Request for Product -- Section 33: Risk Management -- Section 34: Scenario Planning -- Section 35: Strategic Thinking and Strategic Management -- Section 36: Time -- Section 37: Trust -- Section 38: Truth -- Bibliography -- Appendix 1: Effective Execution of S&OP/IBP Plans Through Integrated Tactical Planning -- Appendix 2: Detailed Planning, S&OP, and IBP -- Index.
Bibliography, Etc. Note
Includes bibliographical references and index.
Subject Added Entry-Topical Term
Business planning. Production management.
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100 1 ▼a Palmatier, George E.
245 1 4 ▼a The transition from sales and operations planning to integrated business planning : ▼b practices and principles / ▼c George Palmatier and Colleen Crum.
250 ▼a 2nd ed.
260 ▼a Plantation, FL : ▼b J. Ross Publishing, ▼c 2023.
264 1 ▼a Plantation, FL : ▼b J. Ross Publishing, ▼c [2023]
300 ▼a xiv, 301 p. : ▼b ill. ; ▼c 24 cm.
336 ▼a text ▼b txt ▼2 rdacontent
337 ▼a unmediated ▼b n ▼2 rdamedia
338 ▼a volume ▼b nc ▼2 rdacarrier
504 ▼a Includes bibliographical references and index.
505 0 ▼a Machine generated contents note: Preface -- The Company and Players -- Prologue -- Chapter 1: The Proposition -- Chapter 2: The First Step -- Chapter 3: Common Understanding -- Chapter 4: Stuck -- Chapter 5: The Difference Between Sales and Operations Planning and Integrated Business Planning -- Chapter 6: Consensus on the Basics -- Chapter 7: Connection to Execution -- Chapter 8: Integrated Business Planning as the Primary Way to Manage the Business -- Chapter 9: Revisiting Consensus -- Chapter 10: Implementation -- Chapter 11: Getting Started -- Chapter 12: Good Decision Making in Difficult Times -- A Collection of Business Management Principles I Wish I Had Understood Earlier -- Section 1: Accountability -- Section 2: Aggregate Planning -- Section 3: Align, Integrate, Synchronize -- Section 4: Annual Planning -- Section 5: Behaviors -- Section 6: Change and Transformation -- Section 7: Collaboration -- Section 8: Communication -- Section 9: Consensus -- Section 10: Control of the Business -- Section 11: Customer Focus -- Section 12: Decision Making -- Section 13: Demand Management -- Section 14: Disciplined, Regular, Routine -- Section 15: Do What You Say You Are Going to Do -- Section 16: Financial Perspective -- Section 17: Foundational Principles and Behaviors -- Section 18: Improvement Methodology -- Section 19: Information Technology -- Section 20: Integrated Business Planning -- Section 21: Integrated Management -- Section 22: Issue Management -- Section 23: Leadership -- Section 24: Learnings -- Section 25: Life Skills -- Section 26: Longer Term Focus -- Section 27: Performance and Measures -- Section 28: Person in Charge -- Section 29: Planning -- Section 30: Product and Portfolio Management -- Section 31: Respect -- Section 32: Request for Product -- Section 33: Risk Management -- Section 34: Scenario Planning -- Section 35: Strategic Thinking and Strategic Management -- Section 36: Time -- Section 37: Trust -- Section 38: Truth -- Bibliography -- Appendix 1: Effective Execution of S&OP/IBP Plans Through Integrated Tactical Planning -- Appendix 2: Detailed Planning, S&OP, and IBP -- Index.
520 ▼a "Forward-thinking companies are evolving their Sales and Operations Planning processes into Integrated Business Planning (IBP) for a simple reason: doing so generates far greater gains in their business results. In an easy-to-digest format, this book uses a fictional company to show how to transition to IBP and further explains how companies are linking strategy to execution through the IBP process"--Provided by publisher.
520 ▼a "Forward-thinking companies are evolving their Sales and Operations Planning processes into Integrated Business Planning (IBP) for a simple reason: doing so generates far greater gains in their business results. In an easy-to-digest format, this book uses a fictional company to show how to transition to IBP and further explains how companies are linking strategy to execution through the IBP process.Since soft skills often make the difference between success and failure in an IBP implementation, this seminal work also offers more than 200 business principles that can often be forgotten when you are in the trenches of daily business battles. These principles address collaboration, decision making, aligning the executive team, managing change in the organization, and much more"--Provided by publisher.
650 0 ▼a Business planning.
650 0 ▼a Production management.
700 1 ▼a Crum, Colleen, ▼d 1953-.
945 ▼a ITMT

Holdings Information

No. Location Call Number Accession No. Availability Due Date Make a Reservation Service
No. 1 Location Main Library/Western Books/ Call Number 658.4012 P171t2 Accession No. 111884973 Availability Available Due Date Make a Reservation Service B M

Contents information

Table of Contents

Preface
The Company and Players
Prologue
Chapter 1: The Proposition
Chapter 2: The First Step
Chapter 3: Common Understanding
Chapter 4: Stuck
Chapter 5: The Difference Between Sales and Operations Planning and Integrated Business Planning
Chapter 6: Consensus on the Basics
Chapter 7: Connection to Execution
Chapter 8: Integrated Business Planning as the Primary Way to Manage the Business
Chapter 9: Revisiting Consensus
Chapter 10: Implementation
Chapter 11: Getting Started
Chapter 12: Good Decision Making in Difficult Times

A Collection of Business Management Principles I Wish I Had Understood Earlier

Section 1: Accountability
Section 2: Aggregate Planning
Section 3: Align, Integrate, Synchronize
Section 4: Annual Planning
Section 5: Behaviors
Section 6: Change and Transformation
Section 7: Collaboration
Section 8: Communication
Section 9: Consensus
Section 10: Control of the Business
Section 11: Customer Focus
Section 12: Decision Making
Section 13: Demand Management
Section 14: Disciplined, Regular, Routine
Section 15: Do What You Say You Are Going to Do
Section 16: Financial Perspective
Section 17: Foundational Principles and Behaviors
Section 18: Improvement Methodology
Section 19: Information Technology
Section 20: Integrated Business Planning
Section 21: Integrated Management
Section 22: Issue Management
Section 23: Leadership
Section 24: Learnings
Section 25: Life Skills
Section 26: Longer Term Focus
Section 27: Performance and Measures
Section 28: Person in Charge
Section 29: Planning
Section 30: Product and Portfolio Management
Section 31: Respect
Section 32: Request for Product
Section 33: Risk Management
Section 34: Scenario Planning
Section 35: Strategic Thinking and Strategic Management
Section 36: Time
Section 37: Trust
Section 38: Truth
Bibliography

Appendix 1: Effective Execution of S&OP/IBP Plans Through Integrated Tactical Planning
Appendix 2: Detailed Planning, S&OP, and IBP

Index

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