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George Palmatier, principal, has helped many companies that make everything from soup to satellites in implementing integrated management processes and is recognized as an expert on integrated Sales & Operations Planning, Integrated Business Planning and Demand Management. Examples of clients George has worked with include: P&G, Caterpillar, Abbott Labs, Lockheed-Martin, Starbucks, Mars, Simmons Foods, Motorola, and Heinz Foods.
George works with clients to formalize and integrate their strategic plans into an integrated business management process, Integrated Business Planning (IBP). He is a recognized leader in integrating business management processes ensuring alignment and synchronization of the entire enterprise in pursuit of company goals and objectives. He helps companies in integration of their internal processes and integration with trading partners in Integrated Supply Chain Management.
With nearly twenty years of experience as a practitioner in sales, marketing, strategic planning, and general management, George has a thorough knowledge of how to achieve sustained results improving business performance.
During his 11 years as vice-president of sales and marketing at Bently Nevada Corporation (now part of General Electric), George was responsible for bringing the sales and marketing departments into an Integrated Business Planning process. Bently Nevada was one of the pioneers in developing and implementing a truly integrated Sales & Operations Planning process connecting strategy to execution.
George has authored numerous articles and has lectured the world over. He is also a member of The Council of Supply Chain Management Professionals.
He co-authored one of the first books on the key role of sales and marketing in manufacturing: The Marketing Edge: The New Leadership Role of Sales and Marketing in Manufacturing. George is co-author of the books: The Transition from Sales and Operations Planning to Integrated Business Planning, Enterprise Sales and Operations Planning, and a book entitled Demand Management - Best Practices - Process, Principles and Collaboration.
George earned a BS in Industrial Management from Georgia Institute of Technology and completed the Marketing Management Program at Stanford University’s Graduate School of Business.
I am thrilled to write a recommendation for George I am happy to recommend George as an outstanding IBP and Demand educator and coach, a true leader in the field and he is great person who will always be open, honest and engaging. I know George in three ways first as an outstanding provider of business coaching on not only the Oliver Wight methods for Integrated Business Planning, also for his pioneering integration of sales and marketing with demand management. He helped me and our team at DuPont unlock tremendous value and sustain that performance over years. Second George shares his personal wisdom on his daily email blast and author of great books like the "Marketing Edge" and "Demand Management - Best Practices", its always right on target and comes from earning the knowledge. Third as a personal mentor to me, taking time to listen and give sound advice at critical points in my career.
Peter Murray - Managing Director, Sustainable Value Chain Solutions
Poor forecasts are often symptoms of poor customer relationships. This paper deals with the role of sales account managers in developing collaborative relationships with key customers. Sales needs to represent the company to the customer and the customer to the company.
Why Annual Planning Should be a Significant Non-Event
Tapping the power of Integrated Business Planning
Companies wedded to traditional annual planning and budgeting processes face significant risk of “losing” in the increasingly dynamic global marketplace. This white paper describes the pitfalls of the traditional annual planning process and offers a solution, with demonstrated results, on how to make the annual planning process a significant non-event.
Oliver Wight’s new white paper, How Good Is Your Sales and Operations Planning/Integrated Business Planning Process?, by James Correll and George Palmatier, contends that the magic to successful S&OP/IBP is that regular, routine realignment and synchronization of all functional plans brings simultaneous improvement in those functional areas and that many organizations are not getting the available bottom-line results from the process. The authors present a 10-question survey that enables assessing the quality of a company’s S&OP/IBP process. Each question is scored on a scale from 0 to 5, and readers can tally their own score to judge the health of their S&OP/IBP process. The point system is based on the authors’ more than 35 years of experience, as well as the results of numerous independent surveys. Correll and Palmatier explain the point ranges and the organizational impact at each level.
George E. Palmatier with Colleen Crum
Colleen Crum and George E. Palmatier
How to Leverage Longer Planning Horizons in Integrated Business Planning (Advanced S&OP)
In a global economy with increasing volatility and uncertainty, implementing the right planning horizon is critical. This white paper explains how Integrated Business Planning (IBP) with a rolling planning horizon of 24 months or longer provides early visibility of gaps between the annual bottom-up plan and the top-down strategic goals – vital data that empowers the leadership team to take timely action to close the gaps.
In this white paper, George stresses the importance of forecasting and why accuracy should be measured. You will find information on how to measure forecasts, what to expect, how to evaluate results, and how to handle inaccuracies. George then leads into a discussion on customer linking and CPFR®.
New ways of thinking result in better planning
Published in Fall 2011 Manufacturing Today
Written by Oliver Wight Principals George Palmatier and Colleen "Coco" Crum,
For nearly three decades, companies have relied on Sales and Operations Planning (S&OP) in their effort to improve business performance. What originally started as basic production planning in the 1970s evolved into S&OP in the 1980s. During that period, companies developed aggregate planning processes to align supply, demand and resources such as capacity and inventory. By the mid-1990s, S&OP further evolved to include product and portfolio management and financial projections.
Existing practices, newer techniques actively promote collaboration as their core principle.
"We believe, and know from our practical business experiences, that innovating together in a connected supply chain will increase the potential benefits for all supply chain participants." Larry Smith, Senior Vice President, West Marine. George Palmatier, Coco Crum, Ron Ireland, and others explain how to achieve valuable benefits from combining Integrated Business Planning and CPFR. Implement now for quick wins. Satisfy your customer expectations and meet your enterprise's strategic goals.
This article begins on page 8.
Published in November/December 2011 issue of WERCSheet®
Read about four primary elements of strategic planning in this article by George Palmatier. George shares 10 key questions to be asking and names 11 areas to consider for strategic thinking and direction.
Integrated Business Planning (Advanced S&OP) Class A Behaviors in a Matrix Environment: You Have a Plan Until You Change It. Who Decides?
This white paper focuses on the principles and behaviors required to successfully operate Integrated Business Planning (Advanced S&OP), in a matrix environment. Three principles are highlighted, and the six behaviors needed to support those principles are explained.
Integrated Business Planning (Advanced S&OP): An Executive Level Synopsis
The integrated management process known as Sales and Operations Planning (S&OP) has evolved over three decades. In recent years it has taken a major evolutionary step for many companies that have realized the need for, and the benefits of, operating with one integrated management process. Integrated Business Planning is the name many companies are using to describe a strategic management process integrating all the functional elements of the business, picking up where traditional S&OP leaves off. This paper discusses the integrated management process known as Sales and Operations Planning and its more mature version, Integrated Business Planning. It is written to give management and leadership a quick synopsis of this integrated strategic management process.
The Sales and Operations Planning / Integrated Business Planning processes consists of a series of steps, the Management Business Review being one of them. In this white paper, Colleen and George review the typical agenda for a management business review, questions that should be asked, and the role of the general manager or president.
An Executive’s Aid for Strategic Thinking, Development, and Deployment
In this white paper, George Palmatier discusses strategic thinking, development and deployment including techniques for communication, alignment, and continuous evaluation of the strategic planning process.
This paper is designed to help demand managers and planners recognize different demand streams and how to treat them, identify, categorize and review project demand, and how to forecast and communicate demand and develop "what if" scenarios and contingency plans.
Companies have been improving business performance for almost three decades through Sales & Operations Planning (S&OP), but not all have evolved from fundamental demand and supply balancing. Doing so drives even greater operational and financial gains. Read this new white paper, Transitioning from Sales and Operations Planning to Integrated Business Planning, to discover where your company is on the maturity of S&OP and the real benefits of transitioning from S&OP to Integrated Business Planning.
The Need to Lead: Sales & Operations Planning (S&OP) is key to integrated business management, says George E. Palmatier, but responsible leadership is essential for success.