The Expert Guide to Integrated Business Planning

Achieve better business outcomes with integrated planning capabilities.

Integrated business planning, or IBP, is a term that has been used across retail and consumer brands for several decades. However, it has varying definitions and even more varied practical business use.

In this expert guide, we provide The Parker Avery Group’s definition and unique perspectives on integrated business planning, as well as common mistakes and challenges we see currently across both the retail and CPG industries and during conversations with our clients.

We also explore organizational impacts and innovations that can help enable and improve this strategic capability, including Parker Avery’s Enterprise Intelligence platform and array of consulting services.

What is integrated business planning?

The high-level objective of integrated business planning is to cohesively align how a company directs its supply resources to its demand needs. IBP drives the alignment of all functions across an organization, primarily through highly collaborative processes that focus on a unified view of demand. With a common view of demand potential, IBP enables the organization to seamlessly align business goals and financial targets with operational execution across all areas of the organization. The ideal outcome of a well-designed and executed integrated business planning capability is when the demand need is linked with a well-orchestrated and efficient supply response.

Enterprise Demand Intelligence Linking Demand and Supply

It is important to understand that integrated business planning is not a technology. While IBP is typically supported by several different systems, the most effective integrated business planning consists of a series of related and aligned business processes and roles in the organization with the ultimate goal of driving better business outcomes.

Properly performed, integrated business planning is a continuous collaboration between functional areas.