Integrated Business Planning (IBP)
One monthly, forward-looking plan that links portfolio, demand, supply, and financials, so leaders make trade-off decisions once, with the numbers Finance recognizes.
Symptoms we hear
- The S&OP meeting is a status update
- The budget and the operating plan tell different stories
- Portfolio and new product decisions happen outside the plan
- Gaps to the financial target are discovered at quarter-end
Financial impact
- P&L
- Revenue, gross margin vs. plan
- Balance sheet
- Inventory, working capital
- Cash flow
- Capex and capacity decisions
Best for: Leadership teams that want a single plan and fewer surprises.
Our approach
Assess
Benchmark maturity, cadence, and cross-functional alignment against the Verdon 5-stage IBP playbook. Find gaps and quick wins.
Design
Design the process, meeting cadence, roles and decision rights, inputs and outputs, and portfolio management integration.
Implement
Run the first planning cycles with your team, coach owners, and hand over a self-sustaining rhythm.
Deliverables
- Portfolio, demand, supply, and integrated reconciliation reviews
- Management business review with decision log
- Volume-to-value bridge (units to dollars)
- IBP scorecard tied to P&L and balance sheet
Start with a 30-minute discovery call
Tell us the problem. We'll tell you how we'd size it, what we'd look at first, and whether a focused engagement makes sense. No obligation.
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Each morning: the supply chain news that matters, the symptom behind it, and what it does to inventory, freight, and margin. IBP, ITP and S&OE, procurement, and logistics, written for operators.