CHAPTER 15Finance, Integrated and Proactive: Top‐Down and Bottom‐Up
Supply Chain–related functions have only been addressed in passing; now it is time to focus on Finance and Accounting and explain the importance of their full integration, top to bottom, to support gap analysis and decision‐making at all levels of the organization. They are embedded in every process described in the previous chapters, and the measures they track influence each area of the business. Financial health improves when the recommendations in this book are followed and suffer when they are not. Financial health is a consequence of everything done by a company, good or bad, and financial measures reflect and report how a company has performed in the past. Many Finance organizations forecast future financials but they are not based on an integrated approach with future demand and supply plans. Class A companies project financials that are fully integrated and developed directly from IBP‐approved plans from Demand and Supply and the resulting Master Schedules, MRP, capacity plans, and operating schedules. One set of numbers must be used by the entire business to ensure that trust is established to support decision‐making requirements. All decisions made are based upon volume and value, not just volume.
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