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Robert Hirschey, a principal with Oliver Wight Americas, has nearly 25 years of experience in the forest products and related industries. His diverse background includes strategy development, execution, and measurement; business planning and analysis; capital investment analysis; mergers and acquisitions, and various corporate development activities. Bob’s experience extends to the private label consumer products industry, where he helped start up a new division for a company in the disposable personal care products business.
Bob has held positions such as Vice President, Finance & Planning; Vice President, Finance and Administration; Vice President, Strategy; Vice President, Corporate Development; and Chief Financial Officer. Bob’s breadth of experience from executive suite to plant management makes him uniquely qualified to lead organizations through their business process transformation initiatives.
As Vice President, Strategy, for the Cellulose Fibers business of Weyerhaeuser Company, Bob led the effort to adopt integrated planning and control best practices, ultimately achieving Class A certification for the entire business. This included the implementation of Sales & Operations Planning at the leadership level, Integrated Planning & Control processes at multiple manufacturing facilities, and Demand Management processes across an international sales and marketing organization, including four international offices. This was the first “end-to-end” supply chain certification granted by Oliver Wight in the pulp and paper industry.
As a principal of Oliver Wight, Bob 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. Bob was the primary coach for two divisions of BP that achieved Class A certification in Integrated Business Planning. This broad real-world experience and delivery of results makes Bob uniquely qualified to apply industry best practices to a wide range of industries and companies.
Bob is passionate about the alignment and integration of planning, execution, and measurement to achieve business excellence. He brings extensive experience in developing and deploying business management processes, including associated change management, as well as ongoing continuous improvement. He uniquely combines financial management expertise with operational planning experience to bring integrated solutions to business process improvement opportunities.
Bob has spoken at numerous events, including the keynote address at an APICS Best of the Best S&OP Conference, the Supply Chain Management Summit, the 10th Annual Forecasting and Demand Management Conference at the University of Tennessee College of Business Administration, several Innovation Enterprise Sales & Operations Planning Summits, and multiple public webinars sponsored by The Innovation Enterprise Group, Association of Financial Professionals, and Oliver Wight.
Bob earned his bachelor’s degree in economics from Harvard University and an MBA in general management from the Amos Tuck School of Business Administration at Dartmouth College. He earned academic awards and distinctions in both his undergraduate and graduate study programs.
A new white paper from Oliver Wight Americas tells how a mature Integrated Business Planning (IBP) process stimulates the Finance organization to evolve as well.
Read this white paper to learn:
· Why the Finance organization is increasingly valued for its analysis of the optimal ways to deploy strategy.
· How the Finance organization evaluates options for dealing with the uncertainty of forward-looking plans.
· How the management team uses this input to compare scenarios to the base plan – and develop contingency plans as needed.
This new white paper, based on the authors’ experiences, is written through the perspective of chief financial officers (CFO). It explains how – and why – Integrated Business Planning (IBP) transforms the role of the CFO.
The authors describe how a transition from finance custodian to trusted advisor occurs, including the skill sets that are developed and the enabling behaviors. They also explain the role of functional copilot in the IBP process.
“The nature of an IBP process requires being approximately right rather than precisely wrong. It also requires focus well beyond the current quarter’s results,” the authors state. “These are big mental hurdles to overcome for people trained to be detailed, exacting, and fact based.”
The authors present a case study that demonstrates, through the CFO’s eyes, the role of the finance team in the IBP process. The case study also describes the role of the finance team in creating scenarios for refining and validating the annual plan.
This new white paper details Robert Hirschey’s experience in working with companies to develop education as a strategic advantage. Hirschey has worked as an executive at both the operating and strategic levels.
Author Robert Hirschey details his experience with companies that view education a top priority and investment. In doing so, they turn human capital into an enduring source of competitive advantage.
Hirschey presents an education model, the Oliver Wight Proven Path, which has been used successfully for more than 40 years in business process transformation and improvement. He provides guidance on choosing an optimal blend of public and private courses, coaching, and internal education. The pro’s and con’s of each approach are detailed.
This white paper details Robert Hirschey’s experience in using aggregate planning to keep executives “out of the weeds” and focused on the “big picture.” Hirschey has worked as an executive at both the operating and strategic levels.
When the executive mindset and skills for aggregate planning are lacking, company leaders experience detail dysfunction. They lose sight of the “big picture.”
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 ensure 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.
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.
Finance’s Role in Integrated Business Planning / Sales and Operations Planning
In this article, Rob Tearnan and Bob Hirschey discuss the critical role of Finance and Treasury in the Integrated Business Planning/Sales and Operations Planning process. Specifically, the authors highlight the opportunity for the financial community to assist leaders in dealing with the uncertainty inherent in the IBP process. Published in AFP Exchange November 2010.