IBP descriptions in previous academic literature
| Reference | Description of IBP |
|---|---|
| Kristensen and Jonsson (2018) | Primarily describes IBP as a consultancy-driven term for marketing purposes, not distinguishing between S&OP and IBP |
| Stentoft et al. (2020) | Sees the terms S&OP and IBP as interchangeable |
| Schlegel et al. (2021) | Defines IBP as an advanced form of S&OP with an emphasis on profit optimization and the implementation of strategic objectives |
| Selmi et al. (2021) | Describes the IBP process as an advanced S&OP process with specific emphasis on financial integration, more holistic decision-making and a link to strategy |
| Seeling et al. (2022) | Describes IBP as a mature and advanced form of S&OP that goes beyond demand and supply balancing toward a more holistic management process |
| Shanahan et al. (2025) | Emphasizes two specific aspects in the IBP process that sets it apart from S&OP (product portfolio review and integrated reconciliation), enabling SI and more holistic decision-making |
| Reference | Description of IBP |
|---|---|
| Primarily describes IBP as a consultancy-driven term for marketing purposes, not distinguishing between S&OP and IBP | |
| Sees the terms S&OP and IBP as interchangeable | |
| Defines IBP as an advanced form of S&OP with an emphasis on profit optimization and the implementation of strategic objectives | |
| Describes the IBP process as an advanced S&OP process with specific emphasis on financial integration, more holistic decision-making and a link to strategy | |
| Describes IBP as a mature and advanced form of S&OP that goes beyond demand and supply balancing toward a more holistic management process | |
| Emphasizes two specific aspects in the IBP process that sets it apart from S&OP (product portfolio review and integrated reconciliation), enabling SI and more holistic decision-making |
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