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Strategic IBP: Driving Profitable Growth in Complex Global Organizations

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  • Dean Sorensen

Abstract

In the past few years, Foresight has printed several articles offering visions of Integrated Business Planning (IBP). The term often is used as essentially interchangeable with Sales and Operations Planning (S&OP), with its emphasis on the forecasting and planning functions of the organization. Now Dean Sorensen offers his perspective on IBP, with a specific focus on global manufacturers (GMs). He thinks that what we have been calling IBP is too narrow to be considered "fully integrated." What is missing, Dean explains, is the strategic element of a truly integrated process, with the consequence that GMs are unable to realize the value from effective management of complexity. It is a call to arms for a rethink of how we can optimize organizational resources.

Suggested Citation

  • Dean Sorensen, 2020. "Strategic IBP: Driving Profitable Growth in Complex Global Organizations," Foresight: The International Journal of Applied Forecasting, International Institute of Forecasters, issue 56, pages 36-45, Winter.
    • Handle: RePEc:for:ijafaa:y:2020:i:56:p:36-45
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    Cited by:

    1. Petropoulos, Fotios & Apiletti, Daniele & Assimakopoulos, Vassilios & Babai, Mohamed Zied & Barrow, Devon K. & Ben Taieb, Souhaib & Bergmeir, Christoph & Bessa, Ricardo J. & Bijak, Jakub & Boylan, Joh, 2022. "Forecasting: theory and practice," International Journal of Forecasting, Elsevier, vol. 38(3), pages 705-871.
      • Fotios Petropoulos & Daniele Apiletti & Vassilios Assimakopoulos & Mohamed Zied Babai & Devon K. Barrow & Souhaib Ben Taieb & Christoph Bergmeir & Ricardo J. Bessa & Jakub Bijak & John E. Boylan & Jet, 2020. "Forecasting: theory and practice," Papers 2012.03854, arXiv.org, revised Jan 2022.

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