Oliver Wight Announces New White Paper: Aggregate Planning – How to…

Aggregate Planning, Strategy, Finance, S&OP, IBP, Executive

New White Paper – Aggregate Planning: How To Overcome the Mindset and Perils of Detail Dysfunction

“Execution should not drive strategy and tactics. Strategy and tactics should drive execution, but all three need to be tied together,” Robert Hirschey writes.

In the white paper, Hirschey describes how reliance on detailed performance data can send companies in the wrong direction for solving performance issues. He describes the differences between aggregate and detail planning.

He also explains how the skills and mindset for aggregate planning must be developed among the leaders of a company. When the mindset and skills are lacking, company leaders experience detail dysfunction. They lose sight of the “big picture.”

“This big picture should be the alignment of current business priorities and activities with longer-term strategic objectives,” Hirschey writes.

Hirschey cites a case example where detailed information misled a company year after year. He tells how the company used aggregate planning over a multi-year planning horizon to evaluate the vitality and sustainability of the business.

Hirschey describes how to use multiple-level planning to combat detail dysfunction. He explains the fundamentals of aggregate planning and the role of Integrated Business Planning in performing aggregate planning.

Multiple-level planning helps to align the type of information and the nature of the discussion so that the right people make decisions at the right level. Ultimately the decisions made at the strategic and tactical levels should drive what is made and sold at the execution level.

“Execution should not drive strategy and tactics. Strategy and tactics should drive execution, but all three need to be tied together,” Hirschey writes.

About the Author

As a Principal of Oliver Wight, Robert Hirschey has assisted companies in a broad range of industries in transforming their business planning and execution processes – consumer packaged goods, retail food and beverage, generic pharmaceuticals, downstream oil and gas, OEM transportation equipment, automotive lubricants, etc. His diverse executive background includes strategy development, execution, and measurement; business planning and analysis; capital investment analysis; mergers and acquisitions, and various corporate development activities.

About Oliver Wight Americas

At Oliver Wight, we believe sustainable business improvement can only be delivered by your own people. So, unlike other consultancy firms, we transfer our knowledge to you; knowledge that comes from nearly 50 years of working with some of the world’s best-known companies.

The Oliver Wight Class A Standard is recognized by organizations and industry commentators, as the definitive measure of business excellence. We have a long-standing reputation for innovation; we continually challenge the industry status quo, so you get the latest in fresh thinking around core business processes and their integration with people and technology.

Your Oliver Wight partners will coach, guide and inspire your people to drive change throughout your organization, allowing you to create a culture of continuous improvement and innovation that simply becomes for you ‘the way we do things’. We call our approach to change management, the Proven Path; it’s a proven, sustainable approach that will transform your business performance and deliver results straight to the bottom line.

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