Integrated Tactical Planning (ITP) is a process for the functional alignment of daily and weekly changes in your product portfolio, demand, or supply plans, to drive the best customer outcomes, while re-optimizing financial performance. It can be implemented and delivering results in just six weeks.
ITP operates within the short-term horizon, inside the ‘planning time fence’, where focus moves from planning to effective execution, and when expenditure on variable and semi-variable expenses begins. ITP is complementary to Integrated Business Planning, which focuses on the medium- to long-term planning horizon. A tightly orchestrated set of weekly and daily processes, the successful deployment of ITP will define and calm the process of management and communication within the one- to three-month tactical horizon, integrating the key functions within your organization, and ultimately leading to improvements in customer service, inventory levels, and other key metrics.
Hear the four authors of Oliver Wight's new Integrated Tactical Planning book - Rod Hozack, Todd Ferguson, Stuart Harman and Dawn Howarth, discuss why they wrote the book and explain some of the business problems that it is intended to help readers solve. Watch Here >
Align near-term plans with medium- to long-term Integrated Business Planning, enabling more productive execution and thus, more profitable results
Prevent senior management getting dragged into short-term detail, allowing them to spend more time on long-term strategic issues and actions
Save people-hours and empower individuals to make the right decisions, at the right level, at the right time
Improve customer service, inventory levels, and other key metrics
Results in as little as six weeks
Your IBP process is stuck in the short-term
Regular crisis and emergency meetings are consuming senior managers’ time
There is an intense focus on delivering ‘this month’s numbers’
Inventory seems to have a life of its own
There is a culture of not following the plan because customer requirements ‘keep changing’
Everyone is blaming inaccurate forecasting as ‘the problem’
Customer delivery performance is less than 90% on time
Everyone seems to have a view of the future, but there is no ‘single version of the truth’
Purchasing is making ‘best guesses’ on long-lead-time items – often with costly errors
There have been many initiatives to fix ‘the problem’, but results seem to slide back once the project is completed
Assessment and validation that your ITP process has achieved a Class A level of effectiveness – firmly embedded as ‘the way you do things’ and delivering the benefits you wanted
Scoping of an action plan to define standards, address issues, and take advantage of the opportunities identified, including resourcing, timelines, and performance improvement expectations
Facilitate the design of an ITP process to best fit your organization and its needs
Change Management – monitor and support the implementation of changes and its impact on your people
A diagnostic assessment of your current process, including identifying the root cause of any performance issues
Transfer of our knowledge to your people so they can apply an effective ITP Process to your business
Coaching ITP process users as you introduce the new ways of working
Effective Execution of S&OP/IBP Plans through Integrated Tactical Planning
Integrated Tactical Planning
Hear the four authors of Oliver Wight's new Integrated Tactical Planning book discuss why they wrote it and explain some of the business problems that it is intended to help readers solve.
Oliver Wight Partners Gary Connors, Birgit Breitschuh and Dawn Dent discuss agile responses in uncertain conditions.
How to effectively execute short term plans in the healthcare industry
Discover how middle managers use ITP to routinely re-align and re-optimize product, demand, and supply plans over the near term.
Hands-on application workshops, tailored to meet your organization's specific business objectives
For integrating functional plans, deploying business strategy and driving business management
For delivering customer value, optimal supply chain performance and sustainable advantage
Creating, influencing and managing demand
For driving growth and margin through effective planning and management of your product and service portfolio
For gaining control of operational planning and execution to drive business performance
For dynamic management of product, demand, and supply plan execution
For working through change and identifying key business issues and opportunities
For breaking down functional silos, leveraging technology, and extending IBP benefits