This document provides an overview of demand planning (DP) and integrated business planning (IBP) capabilities. It discusses how these capabilities can help organizations work together to develop shared plans, identify improvement areas, and generate savings. The document outlines the basic concepts of DP and IBP, including how they evolve over maturity stages. It also presents some decision tools and dashboards that DP and IBP use to analyze trends, detect forecast bias, conduct segmentations, and provide integrated visibility of forecasts. Implementing these capabilities will help align short and long term goals across the organization.

1. Demand and
Integrated Business
Planning
A story about a strategic
supply chain capability (Jun 2016)

2. 2
Agenda: 1 hour
Demand and Integrated Business Planning
A story about a strategic supply chain capability…

3. 3
• better understand the basic
concepts behind Demand
Planning (DP) and Integrated
Business Planning (IBP)
Objectives
Figure 1
At the end of the
presentation you should:
• be able to endorse the need for
the capabilities and review the
proposed framework
• better understand what you
and your teams will need to do
to support the capabilities

4. 4― Warren Buffett
American business magnate, investor and philanthropist
“Someone's sitting in the
shade today because
someone planted a tree a
long time ago.”
Introduction
Figure 2

5. 5
Where are we today?
• Do we know whether
our short term
operational decisions
are aligned with our
long term strategy?
• Are we continuously working together
towards a single, shared plan?
• Do we understand
our cross
functional (sales,
marketing, supply,
finance) objectives
and priorities?
• Do we understand the needs of our
customers and are we able to
clearly demonstrate our value? • Are we able to
negotiate the
best contract
terms with our
suppliers?
No, not really…Figure 3

6. 6
Where we are…
• We lack visibility into our
customers and our supply
chain requirements… • We aren’t able to adjust to
changing conditions because
we can’t analyse our options
accurately and quickly…
• We aren’t able to
consistently identify
areas for improvement…
an organisation without demand planning (DP)
and integrated business planning (IBP)…
Figure 4

7. 7
• DP and IBP are best practice
capabilities that help key stakeholders
make better decisions.
• The capabilities help key
stakeholders identify
areas for improvement
and generate savings.
• The capabilities
ensure that key
stakeholders
continuously
work together
to develop a
shared
understanding of
short and long
term goals and
priorities.
Figure 5
Where we could be…
an organisation with demand planning (DP)
and integrated business planning (IBP)…

8. 8
Introduction
What benefits can we expect?
"Those companies without a robust Integrated
Business Planning process need to act now to close
the gap in capabilities and management support in
order to maintain their competiveness going
forward.“
S&OP - A Critical Process for Superior Performance
Brian Ball, Sep 2012, Aberdeen Group
"Companies that have successfully implemented
mature S&OP have seen significant improvements,
such as a 2% to 5% increase in revenue, a 7% to 15%
reduction in inventory."
Toolkit: S&OP Maturity Self-Assessment for Supply Chain Leaders,
Nicha Tohamy, Jan Kohler, Marko Pukkila, Debashis Tarafdar, Aug
2013, Gartner Group
reduced
inventory
18-46%
reduced
safety
stock
11-45%
increased
revenue
10-15%
increased
on-time
delivery
10-50%
increased
forecast
accuracy
18-25%
increased
productivity
30-45%
Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 8. Retrieved from
https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans
Source: Oliver Wight, Survey of 40 Clients

9. 9
Introduction
How have the capabilities evolved?
Source: Oliver Wight. (2017). Transition from S&OP. Retrieved from
http://www.oliverwightasiapacific.com/en-GB/integrated-business-planning/transition-from-sop

10. 10
Introduction
How do DP and IBP help key
stakeholders make better decisions?
SystemsProcess
People

11. 11
Introduction
• Key external stakeholders:
Who works together to develop a shared
understanding and generate savings?
• Key internal stakeholders:
Category Team
Service Delivery Team
Supply Team
Finance Team
Executive Team

12. 12
Introduction
How do the capabilities link to strategy?
Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 6. Retrieved from
https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans

13. 13
Introduction
• The basic building blocks are already in place and
the concepts and benefits are transferable.
We can implement DP and IBP:
Source: The Institute of Business Planning and Forecasting
• Over the past 30 years, many leading
enterprises across a wide variety of
industries have been able to successfully
implement these capabilities.
SystemsProcess
People
• We have the basic organisation
structure, roles and data
required to get started.

14. 14
― Leonardo da Vinci
Italian polymath whose areas of interest included invention, painting,
sculpting, architecture, science, music, mathematics, engineering, literature,
anatomy, geology, astronomy, botany, writing, history and cartography
“Learning is the only
thing the mind never
exhausts, never fears,
and never regrets.”
Key Concepts
Figure 6

15. Key Concepts
What, Who, When, How
15
• A demand plan is a consensus
projection of the materials and
services that an organisation
expects to provide to its customers.
What is a demand plan?
• The plan is developed in units and
communicated in all terms
required by stakeholders.
• The plan includes projections for
both current (baseline) and new
materials and services and looks
forward at least 18 months.

16. Key Concepts
What, Who, When, How
16
Who provides input to a demand plan?
• A demand plan represents a
commitment to the customer and is
developed with input from those
closest to the customer.
Service Delivery &
Category Teams
• A demand plan is
created on a rolling
monthly basis.
• Each month provides
an opportunity to
review performance
(using forecast
accuracy and
forecast bias metrics)
and assumptions.
When is the demand plan created?

17. 17
How does the plan get integrated?
Key Concepts
What, Who, When, How
Source: Oliver Wight International. Integrated Business Planning. Retrieved from
https://supplychainblog.aimms.com/2014/04/an-introduction-to-integrated-business-planning-optimization/
Demand Planning Process
Customer InputCategory Input
Integrated Business Planning Process
Source: Crum, C. with Palmatier, G. E. (2003). Demand Management Best Practices: Process,
Principles and Collaboration. Integrated Management Series. Cover. J. Ross Publishing.

18. 18
Every organisation’s DP and IBP capabilities are unique…
Key Concepts
What, Who, When, How
Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 7. Retrieved from
https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans

19. Key Concepts
Capability Maturity Stages
19
Phases II and III
(13 to 24 Months)
Specialised System
Stage 3
Internally based
consensus plan
Stage 4
External partner
collaboration
Stage 5
Network
collaboration
• tight collaboration
between internal
functions
• consensus-driven
demand plan that
considers
operational risk
• increased financial
alignment
• demand-planning
segmentation
frameworks
• value-chain-
based demand
plan
• integration with
NPI process
• demand-planning
COE
• outside-in view of
demand
• network-based
demand plan
• support new
demand streams
• joint, value-chain-
focused metrics
Excel based (Adhoc)
Phase I (Next 12 Months)
Baseline forecast
generation
Standardised,
scalable
processes
Stage 1
Stage 2
• usage driven,
bottom up forecast
• short-term
execution focus
• inside-out view of
demand
• siloed functions
• statistical forecast
using historical
data
• formal demand-
planning
organisation
• Emerging internal
collaboration
The demand
planning
capability
will be
introduced in
stages.
Source: Salley, A. & Tarafdar, D. (2015). Apply the Supply Chain Maturity Model for Better Demand Planning. Page 6.
Retrieved from https://www.gartner.com/doc/3033826/apply-supply-chain-maturity-model

20. Key Concepts
Capability Decision Tools (Trend Analysis)
20
Demand
Planning will
work with key
stakeholders to
create forward
forecasts that
consider both
future
assumptions
and past
usage.
Values Values
Category
Total Usage AUD$
(Past 12 Months using
AVG Price)
Total Forecast AUD$
(Next 12 Months
using AVG Price)
Total Usage Quantity
(Past 12 Months)
Total Forecast
Quantity
(Next 12 Months)
%
Difference
Quantity
ABC Matrix Rank
Total Usage Quantity
(Past 12 Months)
Total Forecast
Quantity
(Next 12 Months)
% Difference
Cateogry 1 $10,629,413 $11,274,107 13,156,166 15,320,045 16.4% A (Top 60%) 12,796,917 14,977,783 17.0%
Category 2 $3,640,189 $4,219,232 13,248 12,574 -5.1% B (Next 20%) 2,719,712 2,735,692 0.6%
Category 3 $1,072,478 $1,182,029 977,099 1,084,377 11.0% C (Next 15%) 1,462,140 1,477,125 1.0%
Category 4 $612,377 $678,335 442,728 415,111 -6.2% D (Final 5%) 269,250 254,303 -5.6%
Category 5 $596,208 $579,370 2,555,408 2,500,699 -2.1% F 0 0 0.0%
Category 6 $372,831 $405,217 67,671 79,358 17.3% Total 17,248,019 19,444,902 12.7%
Category 7 $92,149 $96,822 35,425 32,714 -7.7%
Category 8 $5,120 $5,238 22 23 3.9%
Category 9 $6,129 $0 253 0 -100.0%
Total $17,026,893 $18,440,351 17,248,019 19,444,902 12.7%

21. Key Concepts
Capability Decision Tools (Forecast Bias Detection)
21
• bias towards
overestimating usage
expectations
Chronic
Over Forecasting
Chronic
Under Forecasting
Root
Cause
Impact
• excess of inventory
• shortage of working
capital
• bias towards
underestimating
usage expectations
• shortage of
inventory
• low customer
service levels
• high out of stocks
Demand
Planning will
work with key
stakeholders to
identify
forecast bias
and improve
accuracy.

22. Key Concepts
Capability Decision Tools (Segmentation Strategies)
22
New Active
End
of Life
Product Life CycleABC Classification
A
C
B
D
Dimensions:
1. Quantity
2. AUD$
3. Strategic or Other Priority
Predictability
Demand
Planning will
work with key
stakeholders to
identify
priorities using
various
segmentation
strategies.

23. The following
segmentation
analysis can
be used to
better
understand
priorities for
one region.
Similar
opportunities
exist for other
regions.
Key Concepts
Capability Decision Tools (Segmentation Strategies)
23
Why do we
support so many
D SKU’s? These
items only
contribute 5%
towards revenue
yet consume
considerable
resources and
add complexity.
Are our SKU’s in
the correct MRP
type inventory
category and at
the correct life
cycle stage?

24. Key Concepts
Capability Decision Tools (Integrated Summary)
24
Demand
Planning will
work with key
stakeholders to
create
dashboards to
provide visibility
of forward
forecasts by
region.
As the capability matures,
the dashboards will
include projections for
forward procurement and
inventory and the
planning horizon will
extend.
Values Values Material Count
Category
Total Usage AUD$
(Past 12 Months
using AVG Price)
Total Forecast
AUD$ (Next 12
Months using
AVG Price)
Total Usage
Quantity (Past 12
Months)
Total Forecast
Quantity
(Next 12
Months)
%
Difference
Quantity
ABC Matrix Rank
Total Usage
Quantity
(Past 12 Months)
Total Forecast
Quantity
(Next 12
Months)
% Difference Row Labels
V1
(DC Stock)
PD
(Vendor Direct)
ND
(Vendor Direct)
Total
Category 1 $10,629,413 $11,274,107 13,156,166 15,320,045 16.4% A (Top 60%) 12,796,917 14,977,783 17.0% A (Top 60%) 253 216 14 483
Category 2 $3,640,189 $4,219,232 13,248 12,574 -5.1% B (Next 20%) 2,719,712 2,735,692 0.6% B (Next 20%) 253 462 29 744
Category 3 $1,072,478 $1,182,029 977,099 1,084,377 11.0% C (Next 15%) 1,462,140 1,477,125 1.0% C (Next 15%) 462 1,414 55 1,931
Category 4 $612,377 $678,335 442,728 415,111 -6.2% D (Final 5%) 269,250 254,303 -5.6% D (Final 5%) 801 3,824 497 5,122
Category 5 $596,208 $579,370 2,555,408 2,500,699 -2.1% F 0 0 0.0% F 104 1,130 205 1,439
Category 6 $372,831 $405,217 67,671 79,358 17.3% Total 17,248,019 19,444,902 12.7% Total 1,873 7,046 800 9,719
Category 7 $92,149 $96,822 35,425 32,714 -7.7%
Category 8 $5,120 $5,238 22 23 3.9% Category (All)
Category 9 $6,129 $0 253 0 -100.0%
Total $17,026,893 $18,440,351 17,248,019 19,444,902 12.7% Material Count Potential Life Cycle State
ABC Matrix Rank NEW (<6 mon) ACT EOL (0 in 6 mon) Total
A (Top 60%) 2 446 38 486
B Next 20% 33 614 98 745
C (Next 15%) 134 1,385 414 1,933
D (Final 5%) 598 2,323 2,207 5,128
F 0 0 1,461 1,461
Total 767 4,768 4,218 9,753
Sum of Total Fiscal Year FAMMIS SOA Status Sum of Total Fiscal Year FAMMIS SOA Status Sum of Total Measure Fiscal Year
2016 YTD 2016 YTD Grand Total 2016 YTD 2016 YTD AUD$ AUD$ Qty Qty
Cost Centre Name Cost Centre No SOA SOA Material Group Name Material Group No SOA SOA ABC Matrix Rank 2016 YTD 2015 2016 YTD 2015
Centre 1 710412 1,315,310 85,480 1,400,791 Centre 1 651525 1,432,530 77,444 A (Top 60%) 6,174,126 10,608,662 7,912,750 14,376,856
Centre 2 710353 1,025,020 118,581 1,143,601 Centre 2 651538 1,059,365 179,798 B (Next 20%) 2,346,613 3,271,152 1,730,407 3,053,896
Centre 3 630336 845,272 142,591 987,863 Centre 3 651020 739,438 78,942 C (Next 15%) 1,777,403 2,382,261 997,590 1,534,210
Centre 4 710404 546,687 52,076 598,763 Centre 4 651521 730,392 50,491 D (Final 5%) 597,461 767,902 178,746 294,789
Centre 5 630410 542,998 46,998 589,997 Centre 5 651524 621,823 106,826 Total 10,895,603 17,029,978 10,819,493 19,259,751
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
-200,000 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000
Predicability(RSauarePast12Month)
PRODUCT IMPORTANCE
(Quantity Past 12 Month Usage)
"A" "B" "C"
y = -9457.6x+2E+06
R² = 0.2965
y = 38124x+36440
R² = 0.5669
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
Sumof
Jul
Sumof
Aug
Sumof
Sep
Sumof
Oct
Sumof
Nov
Sumof
Dec
Sumof
Jan
Sumof
Feb
Sumof
Mar
Sumof
Apr
Sumof
May
Sumof
Jun
Sumof
Jul
Sumof
Aug
Sumof
Sep
Sumof
Oct
Sumof
Nov
Sumof
Dec
Sumof
Jan
Sumof
Feb
Sumof
Mar
Sumof
Apr
Sumof
May
Sumof
Jun
Sumof
Jul
Sumof
Aug
Sumof
Sep
Sumof
Oct
Sumof
Nov
Sumof
Dec
Sumof
Jan
Sumof
Feb
Sumof
Mar
Sumof
Apr
Sumof
May
Sumof
Jun
2014 2015 2016YTD
Summary by Fiscal Month
(QTY Jul-2013 to Feb-2016)
Material Free Text 2017 Forecast 2017 Forecast
Use the Pivot Tables to review regional usage by either quantity (QTY) or dollars (AUD$). The tables can be used to review data from the following perspectives:
· Category View (use Category, Material Group, Material GroupName, OA TrackingNumber, Material , Primary Vendor or Primary Vendor Name bythe appropriate Measure and PO Type )
· Regional View (use Business Area, Cost Centre, Material, Supply Plant by the appropriate Measure and PO Type)
· Supply View (use Primary Vendor, Primary VendorName, Supply Plant, ABC Matrix Rank by the appropriate Measure and PO Type)
· Finance View (use Cost Element, Cost Centre, ABC Matrix Rank by the appropriate Measure and PO Type)
Considerations:
· The forecast summary tables utilise the concept of material average price (tocontrol for the impacts of price variance allowing a clearer comparison of past to future quantities). The usage summary tables utilise the AUD$ derived directly from FAMMIS KSB1 data.
· In the future, the report will be expanded to include projections for forward procurement and forward inventory (as the demand planning capability is further developed).
18,902,531 19,259,751
10,819,493
4,528,237
6,479,430
10,288,075
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
2014 2015 2016YTD
Summary by Fiscal Year
(QTY Jul-2013 to Feb-2016)
Material Free Text
REGIONAL DEMAND PLANNING DASHBOARD (Concept Only)
Forecast and Usage for Region B
Data Source: FAMMIS KSB1 for WA (Goods Issues) and WE (PO Goods Receipts) document types and cost centres BA0000 to BA9999
Measure: QTY or AUD$ Period: Fiscal Year from Jul-2013 to Feb-2016
Data and Approach Require Validation by Stakeholders
17,301,802
17,949,590
10,273,823
917,324 645,670 202,949 527,581 571,161
286,719
5,943 3,000
74,054
59,196
32,813 29,170
27,501
19,672
48,661
504
4,528
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
2014 2015 2016YTD 2014 2015 2016YTD 2014 2015 2016YTD 2015 2014
71 63 39 10 78
Summary by Supply Type and Plant by Fiscal Year
(QTY>1000, Material Only, Jul-2013 to Feb-2016)
WA (Goods Issues) WE (PO Receipts)
Use the table to validate the FAMMIS
MRP Type against the 2 dimensional
ABC ranking (QTY and AUD$). Review
V1 materials with a D or F class (these
materials add cost and complexity
and should be reconsidered unless
they fulfil a clinical or strategic need).
Review PD and ND materials with an
A or B class (to ensure sufficient
customer service levels are
maintained). Double click on a cell to
R squared is an indicator of the
degree of fit with the forecast model.
0% indicates that the model explains
none of the variability (of the data
around its mean). 100% indicates that
the model explains all of the
variability (of the data around its
mean). A low value does not
necessarily mean that a model is a
poor fit. However, judgement is
required.
1,364,869
1,259,858
1,379,8621,351,7981,333,869
1,537,787
1,200,203
1,391,248
y = 4074.1x+1E+06
R² = 0.0101
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
Sum of Jul Sum of Aug Sum of Sep Sum of Oct Sum of Nov Sum of Dec Sum of Jan Sum of Feb Sum of Mar Sum of Apr Sum of May Sum of Jun
Summary by Fiscal Month (Material Only)
(QTY Jul-2013 to Feb-2016)
2014 2015 2016 2017 Forecast
TOP COST CENTRES
(AUD$ 2016 YTD Demand Type = Material)
TOP MATERIAL GROUPS
(AUD$ 2016 YTD Demand Type = Material)
FOUR QUADRANT MODEL
(for differentially managing the demand forecast, classification period: Jul-2014 to Feb-2016)
Quadrant 3
Low Importance and
HighPredictability
Quadrant 1
HighImportance and
High Predictability
Quadrant 4
Low Importance and
Low Predictability
Quadrant 2
HighImportance and
Low Predictability
3
1
4
2
ABC CLASSIFICATION and PRODUCT LIFE CYCLE ANALYSIS
(for differentially managing the demand forecast, classification period: Jul-2014 to Feb-2016)
FORWARD FORECAST SUMMARIES
(QTY and AUD$, past 12 months and next 12 months, using Excel linear trend algorithm and 2016YTD material average price)
Use the table to review the product
life cycle stage against the 2
dimensional ABC ranking (QTY and
AUD$). Review NEW and ACT
materials with a D class (these
materials add cost and complexity
and should be reconsidered unless
they fulfil a clinical or strategic need).
Review EOL materials and consider
phase out and replacement options.
Double click on a cell to get a detail
list to review.
9,899,006
996,598
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
No SOA SOA
2016YTD
SOA Status Summary
(AUD$ 2016YTD Material and Free Text)
Material
329
157
359
386
504
1,429
0
500
1,000
1,500
2,000
2,500
continuous intermittent
Demand Signal Type (Material Only)
(Count)
A B C
USAGE SUMMARIES

25. Key Concepts
Process and People
25
Demand
Planning will
work with key
stakeholders to
develop a
calendar to
support
requirements.

26. Key Concepts
Systems
26
Demand Planning
will work with key
stakeholders to
identify specific
system
requirements.
Visionaries
LeadersChallengers
Niche Players
Source: Payne, T. (2015, April 29). Magic Quadrant for Sales and Operations Planning Systems of Differentiation.
Page 2. Retrieved from https://www.gartner.com/doc/reprints?id=1-2EC75A5&ct=150501&st=sb

27. Key Concepts
Systems
27
DP and IBP
systems will need
to integrate with
other key systems
(including both
ERP and data
warehouse
systems.)

28. 28
― Charles Kettering
Founder of Delco, American inventor, engineer, businessman
“High achievement
always takes place
in the framework of
high expectation.”
Project Framework
Figure 7

29. Framework
Considerations
29
• The project framework has been endorsed by two specialised Gartner analysts
and a leadership partner.
• The project goal statements align with demand management best practices:
Oliver Wight, Institute of Business Forecasting and Planning, Gartner
• The project will be using a phased approach both to minimise risk and to provide
an opportunity for progress review and approval at each phase.
• The project will be using a task based approach to ensure all project goal and
scope statements are considered and delivered at the appropriate time.

30. Framework
Considerations
30
The 34 page project framework document outlines the project approach and
considers the following aspects in detail:
• Project Definition
• Project Scope
• Project Plan
• Key Participants
• Project Constraints and Risk Assessment
• Project Principles and Communication

31. 31
― Jeff Bezos
an American engineer, technology and retail entrepreneur,
investor and philanthropist best known as the founder, chairman,
and chief executive officer of Amazon
“If you don’t
understand
the details of
your business
you are going
to fail.”
Framework Detail
Figure 8

32. 32
Supporting documents have been removed to protect confidentiality.
Framework Detail
The Opportunity
The capabilities
will address
critical gaps.
The capabilities
will deliver
defined benefits.
The capabilities
will be delivered
using a task
based and
phased
approach.
A communication
plan has been
developed to
engage key
stakeholders.
The capabilities
will meet
defined process,
system and
people
objectives.
Project roles
have been
clearly defined.
Project team
members have
been selected
from critical,
cross functional
business areas.
Risks have been
identified and
will be managed.

33. 33
Where would we like to be?
The capabilities
would enable us to:
• make better
decisions,
• work together
towards common
goals,
• generate savings.
Do we agree with the
proposed benefits
and the need for the
capabilities?
Organisations with Demand Planning
and Integrated Business Planning
Figure 9

34. 34
Conclusion
What comes next?
• Do we agree with the
proposed, phased
approach?
• Do we have your
support to continue
with Phase I?
• Do we have your
support to progress
to Phase II?
Figure 10

35. Othersupplychainstories…
Aligned Supply Chain Metrics
Twomey, Elaine. (2017, Mar). Retrieved from https://www.slideshare.net/ElaineTwomey1/aligned-supply-chain-metrics
Aligned New Product Development (NPD) Approval Process
Twomey, Elaine. (2017, Feb). Retrieved from https://www.slideshare.net/ElaineTwomey1/aligned-new-product-development-npd-approval-process

36. Othersupplychainstories…
Demand and Integrated Business Planning
Twomey, Elaine. (2016, Jun). Retrieved from https://www.slideshare.net/ElaineTwomey1/demand-and-integrated-business-planning
Supply Chain Experience
Twomey, Elaine. (2017). Retrieved from
https://www.slideshare.net/ElaineTwomey1/supply-chain-experience
Process Improvement and Project Management Portfolio
Twomey, Elaine. (2017). Retrieved from
https://www.slideshare.net/ElaineTwomey1/process-improvement-and-project-management-portfolio

37. 37
References
Sources
Figures (copy links to browser to view sources):
Cover Ozerina, Anna. (Illustrator). Elegant Background [digital image]. Retrieved from
https://www.shutterstock.com/image-vector/elegant-background-place-text-invitation-69112300
Figure 1 Kovop58. (Photographer). Hiker with Backpack [digital image]. Retrieved from
https://www.shutterstock.com/image-photo/young-tourist-hiker-backpack-siting-on-559594144
Figure 2 Isett, Stuart. (Photographer). Warren Buffet [digital image]. Retrieved from
http://images.huffingtonpost.com/2015-12-02-1449084331-7797041-warren_buffet_spotlight.jpg
Figure 3 Cracho, Sfio. (Photographer). Businessman Flying [digital image]. Retrieved from
https://www.shutterstock.com/image-photo/businessman-flying-rocket-backpack-trough-business-181968668
Figure 4 Rido. (Photographer). Business team hiding their faces [digital image]. Retrieved from https://www.shutterstock.com/image-photo/business-
team-hiding-their-faces-behind-95466670
Figure 5 Rawpixel.com. (Photographer). Direction Decision Chance [digital image]. Retrieved from
https://www.shutterstock.com/image-photo/direction-decision-chance-opportunity-intersection-concept-261757220
Figure 6 Myper. (Photographer). Leonardo da Vinci [digital image]. Retrieved from
https://www.shutterstock.com/image-photo/leonardo-da-vinci-one-greatest-mind-9178411
Figure 7 (Photographer). Charles Kettering [digital image]. Retrieved from
http://www.365daysofmotoring.com/showonthisday/article/13413
Figure 8 (Photographer). Jeff Bezos [digital image]. Retrieved from
https://img.washingtonpost.com/rf/image_1484w/2010-2019/WashingtonPost/2013/08/05/National-Enterprise/Images/151367140-2098.jpg
Figure 9 Kurhan. (Photographer). Group of Industrial Workers [digital image]. Retrieved from
https://www.shutterstock.com/image-photo/group-industrial-workers-business-team-isolated-108943724
Figure 10 Alphaspirit. (Photographer). Business Team Drawing a new Complex Project [digital image]. Retrieved from
https://www.shutterstock.com/image-photo/business-team-drawing-new-complex-project-496380232

38. The End

39. 39
Demand and Integrated Business Planning
a strategic supply chain capability…
• These documents are at a draft
stage and are intended to illustrate
concepts only…
• The next step is to seek input from
key stakeholders…