In many companies, planning is a central management tool - but the individual sub-plans often remain separate from one another. This results in breaks in processes and a limited view of causes and effects. This is precisely where the integrated planning approach comes in: It links the different levels, makes interactions visible and thus supports well-founded decisions.
Approach extends traditional planning logics
Our white paper "From specifications to control dialogue - integrated planning in practice" shows how integrated planning works in practice. Using an example from the automotive industry, it shows how an international manufacturer has reorganised its sales planning on the basis of modern technologies. The approach extends traditional planning logics: Where previously a lot of time was invested in collating figures, the focus is now on the qualitative assessment of planning data and value drivers.
Focus of the issue
- Integration of planning: Integrated planning links sub-plans with each other and transforms them into transparent financial planning based on value drivers.
- Structured exchange: Top-down specifications from the company management and bottom-up feedback from the specialist departments are brought together. This creates transparency and promotes dialogue about assumptions and effects.
- Automation instead of data search: Automated pre-filling replaces the manual collection of figures. This leaves more time for analysing, controlling and comparing scenarios.
- Planning as a discussion and simulation tool: A shared database makes it possible to simulate different developments and make well-founded strategic decisions.
- New role of controlling: Controllers are increasingly taking on the role of methodological managers and moderators who support and develop the content of the planning process.
Find out how companies can use planning specifically as a strategic management tool.
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