Table 5 IBP process steps, SI activities... | Emerald Publishing

Table 5

IBP process steps, SI activities and propositions

		Struct. and process matching	Resource matching	Monitoring	Framing	Negotiating	Reconceptualizing	Formal and informal control
IBP process steps	Portfolio review	Committing to a joint strategic goal across different departments and process steps	Ensuring resource allocation based on strategic goals across different departments and process steps	Monitoring, for example, the strategic priority of products in the portfolio, as well as strategic projects or new product introductions	Communicating all relevant information across different departments and process steps	Discussing the practical implications of the strategy for the (product) portfolio (e.g. new product introductions)	Providing feedback for reconceptualizing strategic plans based on the (product) portfolio	Using formal and informal control to drive a cohesive pattern of action for SI across different departments and process steps
	Demand review			Monitoring, for example, sales of products with a strategic priority		Discussing the practical implications of the strategy for sales plans and demand shaping actions	Providing feedback for reconceptualizing strategic plans based on market development
	Supply review			Monitoring, for example, inventory levels and availability of products with a strategic priority		Discussing the practical implications of the strategy for supply plans	Providing feedback for reconceptualizing strategic plans based on the supply situation (e.g. constraints)
	Integrated reconciliation (meeting) Management business review	Aligning different plans around a strategic goal		Following up on the progress of SI based on a balanced scorecard approach (using both hard and soft metrics)	Communicating the strategy to make sure that all departments are aware of strategic priorities	Using scenario planning to discuss different strategic options, enabling commitment from all departments	Discussing whether reconceptualizing strategic plans is necessary
Propositions		The IBP process can enable structure and process matching for SI by aligning teams, enabling decision-making and creating commitment toward a joint strategic goal	The IBP process can enable agile and timely resource matching for SI, while complementing or replacing budgets. If a separate budgeting process exists, the interface between budgeting and IBP needs to be clearly defined	The IBP process can be used for monitoring the progress of SI by using a balanced set of measures tied to strategic objectives. This should include financial and customer-facing measures as well as targets for internal process efficiency and learning and growth	The IBP process can support the enactment of a strategy by providing a forum for framing the content of the strategy and for negotiating its practical implications for different departments. Top management should be involved, and scenario planning can be used to increase commitment and alignment		The IBP process can be used to determine the feasibility of strategic plans through various feedback mechanisms covering the product portfolio, market trends, and the supply situation. This enables reconceptualization of strategic plans, if so required	The IBP process can be used for coordinating activities for SI. Coordination should rely on a balance of formal and informal control to ensure commitment toward a joint strategic direction

		Struct. and process matching	Resource matching	Monitoring	Framing	Negotiating	Reconceptualizing	Formal and informal control
IBP process steps	Portfolio review	Committing to a joint strategic goal across different departments and process steps	Ensuring resource allocation based on strategic goals across different departments and process steps	Monitoring, for example, the strategic priority of products in the portfolio, as well as strategic projects or new product introductions	Communicating all relevant information across different departments and process steps	Discussing the practical implications of the strategy for the (product) portfolio (e.g. new product introductions)	Providing feedback for reconceptualizing strategic plans based on the (product) portfolio	Using formal and informal control to drive a cohesive pattern of action for SI across different departments and process steps
	Demand review			Monitoring, for example, sales of products with a strategic priority		Discussing the practical implications of the strategy for sales plans and demand shaping actions	Providing feedback for reconceptualizing strategic plans based on market development
	Supply review			Monitoring, for example, inventory levels and availability of products with a strategic priority		Discussing the practical implications of the strategy for supply plans	Providing feedback for reconceptualizing strategic plans based on the supply situation (e.g. constraints)
	Integrated reconciliation (meeting)Management business review	Aligning different plans around a strategic goal		Following up on the progress of SI based on a balanced scorecard approach (using both hard and soft metrics)	Communicating the strategy to make sure that all departments are aware of strategic priorities	Using scenario planning to discuss different strategic options, enabling commitment from all departments	Discussing whether reconceptualizing strategic plans is necessary
Propositions		The IBP process can enable structure and process matching for SI by aligning teams, enabling decision-making and creating commitment toward a joint strategic goal	The IBP process can enable agile and timely resource matching for SI, while complementing or replacing budgets. If a separate budgeting process exists, the interface between budgeting and IBP needs to be clearly defined	The IBP process can be used for monitoring the progress of SI by using a balanced set of measures tied to strategic objectives. This should include financial and customer-facing measures as well as targets for internal process efficiency and learning and growth	The IBP process can support the enactment of a strategy by providing a forum for framing the content of the strategy and for negotiating its practical implications for different departments. Top management should be involved, and scenario planning can be used to increase commitment and alignment		The IBP process can be used to determine the feasibility of strategic plans through various feedback mechanisms covering the product portfolio, market trends, and the supply situation. This enables reconceptualization of strategic plans, if so required	The IBP process can be used for coordinating activities for SI. Coordination should rely on a balance of formal and informal control to ensure commitment toward a joint strategic direction

Source: Authors’ own work