Final ThoughtsPeople and Process and Profession
Success is not guaranteed, but opportunity in supply chain management is; the opportunities will just be different than they were in the past decade or so!
Remembering the Past, but not obsessed with it!
Living the Present, but not stuck on it!
Realizing the Future, but not comfortable with it!
The authors began Chapter 14 of this book by comparing a business to an army on the battlefield. On the battlefield, armies that fail to coordinate the movement of infantry with support from artillery, air, sea, and armor typically are defeated by opponents whose main force and support functions operate as one. In business, the company whose sales force (demand management) is out booking orders and promising delivery dates without the concurrence of manufacturing (supply management), design/engineering (product management), and cost accounting (financial management) is likewise imperiled.
Coordination among business functions does not just happen; it needs a formal mechanism to ensure that it occurs. For most Class A companies, that mechanism is integrated business planning (IBP) and master planning and scheduling (MPS).
Integrated business planning is a formal process for managing aggregate change, integrating product, demand, supply, and financial plans for the next 24 to 36+ months and ensuring that the business strategy is being deployed, as described in Chapters 14–17 of this master planning and scheduling book. Master planning and ...
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