Integrated Business Planning A 10% – 20%

Integrated Business Planning
A 10% – 20% improvement in IBP operational performance areas
could result in a 2% – 5%2 improvement in profitability,
1
“Transforming planning into a decisive
competitive advantage”
Today’s global business environment is made
up of a constantly evolving customer base that
is becoming more complex with globalization
and the new economic order. Firms are seeking
greater margins through sophisticated products
and operational excellence that is well aligned with
strategic goals. These challenges are straining already
stretched operational environments, which need to
transform to be able to support the rapidly changing
market place. While tactics for meeting these challenging
market conditions are often focused on cost reduction
initiatives, these measures are short-term fixes for
long-term issues. In order to be successful, companies
must focus on the strategic steps that can deliver
sustainable operational improvement.
Propelling the traditional sales & operations planning
process from short-term demand and supply balancing
to planning that actively includes finance and product
development that aligns with strategic goals.
Integrated Business Planning
An Integrated Business Planning (IBP) approach enables companies
to align its business with a holistic lens toward accurate and
reliable long-term strategic planning. IBP provides a structure to
integrate Finance, Operations Product Lifecycle Management
(PLM), Sales and
Process
Marketing, and translate
Integration &
Collaboration
business drivers into
desired outcomes
End-to-End
through a Plan – Execute
Governance
Supply Chain
– Compare –
Visibility
Adjust framework
(PECA) that aligns
IBP
strategy, design, and
execution. Further,
IBP helps strengthen
Reference
Reporting and
Architecture
customer relationships
Analytics
by providing better
visibility to customer
Change
needs and improving
Management
customer service with
on-time delivery and
lower cost of service.
Key services
KPMG offers a variety of services for IBP that help businesses
establish leading capabilities in supply chain visibility, process
integration, and collaboration to meet today’s business
planning needs. These include:
• Enabling Supply Chain Visibility – providing real-time data
availability across transactional and planning platforms for
greater decision-making
• Enabling Process Integration & Collaboration –integrating
multi-function planning processes and providing a collaboration
platform for both internal teams and external partners
• Reporting and Analytics – optimizing the supply chain
through advanced analytics and risk management
• Governance – managing and controlling a wide range of
operating models, coordinating and balancing decision-making
globally vs. locally
• Reference Architecture – shifting from a siloed function, data
and systems to managing business with analytics
• Change Management – enabling change management of
people, process, and technology as you progress through the
IBP maturity model
1, 2
Integrated Business Planning
Figures are based on client experiences
© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the
KPMG network of independent member firms affiliated with KPMG International Cooperative
(“KPMG International”), a Swiss entity. All rights reserved. The KPMG name, logo and “cutting through
complexity” are registered trademarks or trademarks of KPMG International. NDPPS 203548
End-to-End, Cross-Enterprise Supply Chain Visibility
IBP is capable of providing visibility across the entire supply chain network. A complete view of current activity and
future plans from inbound supply and outbound fulfillment activity across supply chain network.
Supply & Inventory Visibility
Financial Visibility
Demand Visibility
•
•
•
•
•
• Profits and margins
•Pricing
• Working capital
• Cash flow
• Asset management
•Customers
• Sales & Marketing
• Point of sales, Promotion plans
• Product lifecycle; New Product
Introduction (NPI): End of Lifecycle (EOL)
Real-time inventory across the globe
Supply-demand disconnects
Collaborative planning (multitiers)
Production capability
Transportation and logistics
IBP Principles
IBP principle #2:
IBP principle #1:
An IBP strategy must harmonize financial and operational
processes to customer demand.
• Maximize revenue
while minimizing
operating expense.
• Improve customer service.
Demand
$
Recovery
Supply
Lost Opportunity
& Shareholder $
Value
An IBP strategy must enable an organization to optimally
collaborate and address critical, cross-functional business
decisions across a product’s lifecycle.
• Collaborate with global and local
operation to address market needs
demand shifts.
PLM
Recession
2007
2008
2009
Time
2010
2011
IBP principle #3:
IBP principle #4:
An IBP strategy must create cross-functional alignment
and integration of planning and execution processes to
ensure optimal business performance.
Continuously strive for holistic performance improvement
through effective change management strategies utilizing
IBP processes, governance, and roles & responsibilities.
• Align operational planning
and execution to strategic
corporate objectives.
• Use IBP model as a tool,
process, and governance to
move toward supply chain
and operations excellence.
• Leverage greater utilization of
information for scenario management
analytics, and reporting.
5 Questions to ask
Level4
Level3
Driving
Accountability
Decision Planning
Level2
Organizational Planning
Level1
Global Planning
The KPMG difference
How can I avoid being constantly surprised for not meeting
1 customer demand?
How do I increase revenue of my business while cutting supply
2 chain costs?
3 How do I reduce my inventory cost while improving customer service?
4 How do I make my operations more transparent and efficient?
How do I plan for risks in the face of opportunities while meeting
5 my organization’s financial goals and increase shareholder’s value?
Our competencies bridge the disciplines of finance, technology,
and operations to offer broad business perspective with deep
functional and process skills to understand and address your
challenges. As a Big Four accounting and auditing firm, we have
a century of experience in accounting, tax, regulatory issues,
transaction services, forensics, compliance, and financial risk.
With KPMG member firms in 144 countries, we have global
breadth and local-market knowledge of business conditions, and
legal and regulatory requirements to help you work toward your
organization’s long term goals.
Contact
Kevin O’Laughlin
Principal
Boston
T: 617-988-1124
E: [email protected]
kpmg.com
Frank Kang
Managing Director
McLean, VA.
T: 703-286-8668
E: [email protected]
Peter Yu
Director
Chicago
T: 312-665-1397
E: [email protected]
© 2013 KPMG LLP, a Delaware limited liability partnership and
the U.S. member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative
(“KPMG International”), a Swiss entity. All rights reserved.
Printed in the U.S.A. The KPMG name, logo and “cutting
through complexity” are registered trademarks or trademarks
of KPMG International. NDPPS 203548