Transcription
The Holistic IBP maturity model
Introduction TruebridgesAt Truebridges we believe that genuine alignedand integrated organisations energise employeesa d dri e gro th a d perfor a eThat’s he fo us o strategy alignment,integrated planning and the leadership mindsetand behaviours to support thisNiels van Hove, founder Truebridges
The IBP maturity model issueMost IBP maturity models only use a process approach. This is a key reasonwhy IBP implementations get stuck‘Most companies get stuckbetween stage 2 and 3’ ,from a 4 stage model36% of companies’ S&OPprocess are stalled or aremoving slowlyOliver Wight whitepaperBricks Matter, 201420102011201320122014‘Most companies are stuck instep 1 and 2 inLarry Lapide’s model’Kinaxis ebook, 2012‘67% of companies couldnot get further than step 2 of our 4stage S&OP maturity model’Gartner, 201057% of companies,don’t get further then stage2 of a 5 stage maturity modelSupply Chain insights, 2013
Our holistic IBP maturity approachOur holistic IBP assessment has a modular set up and can beused for continuous improvement across 5 key elements of IBP maturityHolistic IBP maturity assessment1. Strategy2. IBPAlignmentprocesses5. IBP goals4. People &3. IBPBehavioursSystems
1. Strategy AlignmentOur Strategy Alignment Framework measures your business confidencein Strategy Execution ReadinessThe Strategy Alignment Framework A 40 questions survey that checksbusiness confidence in 5 strategy toexecution key themes Links strategy, organization, people &behaviour, planning & performance Gives insight if your strategy is set upto be successfully executed Based on 7 strategy implementationframeworks and 75 leading Strategy toExecution books and articles
2. IBP processesWe assess and document your IBP maturityacross all major IBP processes, meetings and measuresJan '15ExecIBP1. StrategyAlignment10. ExecutiveS&OPPreIBPJuly '15ProductReviewFinancialIntegration9. FinanceReview43.532.521.510.502. ChangeEnvironment3. S&OPMeetings4. S&OP ProcessDesign8. Supply ReviewSupplyReviewDemandReview5. S&OPmeasures7. DemandReview6. ProductReviewBest Practice IBP cycleReal life client example of 2IBP maturity assessments
3. IBP systemsWe assess the planning systems you use to support effective IBPand help you develop an IT roadmapIBP system enablersMaturityOpportunity1. Product Lifecycle management2. Financial Planning3. Demand Planning4. Order Promising5. Supply Planning6. Production Planning7. Corporate/Global IBPBasicGoodBestIBP system enabler Roadmap
4. People CapabilityOur IBP capability framework enables effective IBP.It supports skill gap analysis, recruitment and performance conversations.EntryTeam memberThis position has a basic understanding of theprinciples and processes and can use certain toolsSkilledManagerThis position has a detailed understanding ofprocess, tools & behaviours and can recommendimprovements and leads initiatives and teamsAdvanced.IBP capability frameworkDirectorThis position is a recognized expert and coachespeople. This role seeks to solve diverse challengesand leads or influences complex business projects
4. People BehavioursWe measure the effectiveness of your behaviours and conduct a surveysto gather feedback on IBP engagement and perceptionsMental Toughness*:Customized Surveys*:Measures Mindset effectiveness andcreate constructive meetings that canhandle conflict.Periodically ask feedback to IBPstakeholders and measure their IBPengagement and perceptions.*Peer proven psychometric tool*Understand what’s elow the surfa e68% of practitioners think behaviours are not addressed enough in IBP implementationsSource: Supply Chain Trend 2015
5. IBP goalsWe help you to develop an IBP vision and set goals to create a clear line ofsight on what you want to achieve with IBPDefinebalanced IBPgoals with acrossfunctionalgroupDevelop a vision to align functionalteams and the broader businessaround IBP aspirationsIntegrategoals withfunctionalperformancesettingsDefine IBPmeasurementand targetsO ly 28% of co pa ies set clear IBP goals a d checkaturity yearlySource: Supply Chain Trend 2014
Niels van HoveNiels is a business consultant and performance coach with eighteen years experience across different supplychain and manufacturing areas as consultant and line manager. He has implemented strategy, supply chainand processes and systems in over 30 operating companies in 10 countries.Relevant Experience He was IBP manager and developedstrategy to execution plans in Lion andGeorge Weston Foods in Australia. He was global Supply Chain manager forOrangina Schweppes, responsible for thesupply chain strategy and execution. He writes for Supply Chain Movement andpublished several articles on S&OP andleadership in renowned magazines. He has been consultant at Accenture andimplemented demand, supply andproduction planning processes and systemsfor Sara Lee and Unilever with 10 go-lives. Niels has been part of 100 millionEuropean business transformations andpersonally controlled change programs up to 10 million.Published Supply Chain ArticlesQualificationsAFP ExchangeJournal of BusinessForecastingSupply ChainMovement Bachelor Logistics EngineeringMSc. Operations ManagementAccredited Mental Toughness CoachAccredited Life Styles Inventory CoachThe Fresh Connection trainer AustraliaNiels van HoveFounder Truebridges
What my clients sayNiels is a e eptio proje t a ager ho is reall eas to orkwith and really understands forecasting and replenishment,espe iall sophisti ated a d o ple s ste s. Without Niels I do ’tthi k e ould ha e got the out o e e didGM planning Super AmartI ould re oe d Niels to a o e looki g to sustai a limprove their structured planning processes and help a team tounderstand why it is essential that good preparation and qualitydata will ensure that decisions are made much ore effe ti el .GM Costa Tomato divisionIt was a great experience and excellent outcome for the team towork with Niels. He was able to clearly identify what was needed toquickly simplify and improve our planning processes and systemsCOO Healthy WarriorsThe Me tal Tough ess sur e a d orkshop ga e e a lot ofi sights i ho to i pro eo a dtea ’s perfor a eIntegrated Business Planning manager, McCain Foods
Our Business PartnersOur business partners support us in consulting, training and system solutionsand provide global scalability for your needs.Crimson & Co provides experienced consultants andpremium Supply Chain services with a global reach.The Value Chain academy provides a large range ofpremium hard and soft training with a global scalability.The Fresh Connection is the ultimate value chain learningexperience to discover the power of alignment and integration.AQR is a global leadership development company that ownsthe orld’s o ly alid tool to easure Me tal Tough ess.
Align - Integrate - Perform( 61) 431 199 723niels@truebridges.com
Oliver Wight whitepaper µ0RVWFRPSDQLHVDUHVWXFNLQ step 1 and 2 in /DUU\/DSLGH¶VPRGHO¶ Kinaxis ebook, 2012 57% of companies, GRQ¶WJHWIXUWKHUWKHQVWDJH 2 of a 5 stage maturity model Supply Chain insights, 2013 RIFRPSDQLHV¶6 23 process are stalled or are moving slowly Bricks Matter, 2014 µ67% of companies could not get further than step 2 of our 4 stage S&OP maturity File Size: 1MBPage Count: 14
