integrated business planning training

Integrated Business Planning (Advanced S&OP) Course

The business results from Integrated Business Planning are impressive. But knowing how to align all company plans to achieve those benefits may seem daunting.

The purpose of Oliver Wight’s IBP course is to show how to implement a best practice process and align functional plans every month. It introduces each step of the process.

Class participants learn what it takes to successfully implement the process. They will also understand how top companies use IBP to identify gaps in business performance with enough time to avert a crisis.

What Is the Integrated Business Planning (Advanced S&OP) Course

This course takes participants through each step of a best practice IBP process. Participants learn how to make each review step in the monthly IBP cycle worthy of business leaders’ time.

The class addresses what it takes to align product, demand, supply, and financial plans over at least a 24-month planning horizon. Participants also learn the decision-making process to close gaps between the latest plans and the business strategy and goals.

What You Learn

The instructors have long experience in guiding companies to implement Integrated Business Planning. Using their wealth of experience, they share insights on the nuances of IBP in both single division and multi-division companies.

Participants will learn:

• Best practices for structuring each step in the IBP process
• Management and the executive team’s roles in the process
• How Integrated Reconciliation is used to align functional plans and create a picture of the company’s future position in one integrated plan
• How to revise and optimize company plans in the face of changing business conditions
• How to assess demonstrated performance as the realistic basis for forward projections

This course provides the foundation for structuring an Integrated Business Planning process. Participants learn the pitfalls to avoid in setting up the process. They also learn an approach for quickly implementing IBP – and realizing the business and financial benefits from the process in a short amount of time. What is Integrated Business Planning?

Integrated Business Planning eBrochure

Promo Codes Available:

LEARN MORE! Integrated Business Planning and Demand Management are offered back-to-back. Attend both, save 25% – use the promo code Take2   and gain actionable insights to confidently implement best practice solutions!

use EarlyBird for 20% off

send 3 people for the price of 2- use 3for2

What Clients Say

Who Should Attend:

• Senior executives and all members of the leadership team who are involved in the IBP process
• People responsible for implementing the process or improving an existing process
• Direct reports to senior leaders who are involved in preparing for specific review steps
• Analysts that create what-if evaluations and scenarios for the executive team

During in-person course registration, please indicate your hotel needs.  While hotel accommodations are not included in the cost of the course, we will be happy to make a reservation on your behalf.

In Person: (2 Days)

Day One 8:00am-5:00pm

Day Two 8:00am-4:00pm

Virtual: (4 Days)

10:00am – 2:00pm Eastern each day

Register for our Integrated Business Planning (Advanced S&OP) Course Course

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Integrated Business Planning

• Course Content
• Requirements & Materials

COURSE ID: LOG 3162P

Contact for course-related questions

This course provides a holistic view of corporate profitability and supports effective complexity management. Learners will discover the challenges of today’s operating environment with big data, cross-functional consensus, and strategies that impact profitability. Gain an understanding of the integrated business planning (IBP) building blocks to solve these challenges. Breakout sessions give you the chance to apply these IBP concepts with an interactive tool.

THE DIFFERENCE BETWEEN SALES AND OPERATIONS PLANNING (S&OP) AND INTEGRATED BUSINESS PLANNING (IBP) ACTIVITIES

THE VALUE OF IBP TO INCREASE PROFITABILITY AND DECREASE NET LANDED COST TO SERVE BY DEVELOPING AND IMPLEMENTING TARGETED OPERATING STRATEGIES (I.E. CUSTOMER/PRODUCT SEGMENTATION ACTIVITIES)

HOW DECISION MAKERS CAN MAKE SMARTER DECISIONS AND CREATE LASER-SPECIFIC STRATEGIES USING DETAILED AND ACTIONABLE PERFORMANCE INSIGHTS

THE THREE MAIN BUILDING BLOCKS FOR CREATING AN EFFECTIVE IBP SOLUTION

• Laptop computer capable of accessing the internet (Wi-Fi access provided in class)
• In-class software demonstration
• Course notebook with hand-outs

Session Details

Special Discounts: Register and pay for all required courses in a Supply Chain & Logistics certificate and receive a discount of 17% off per course. Enter coupon code SCL-Cert at checkout. Returning students of the Supply Chain & Logistics Institute (SCL) courses or alumni of GT EMIL and MSSCE programs are eligible to receive a 10% discount. Enter coupon code SCL-Alum at checkout. Members of certain organizations are eligible to receive a 10% discount. Enter coupon code SCL-Org at checkout. Review coupon instructions for more information.

Upcoming Sessions

Previous sessions, who should attend.

This course is designed for chief financial officers; supply chain finance, marketing or sales executives (managers, directors, vice presidents, executive vice presidents); supply chain and logistics managers, consultants, supervisors, planners, and engineers; supply chain education and human resource management personnel, inventory planners, procurement and sourcing analysts and managers; and transportation planners, managers, and engineers.

What You Will Learn

• The fundamentals for building IBP
• IBP techniques application
• Big data techniques

How You Will Benefit

• Develop a solid understanding of IBP in terms of definition, challenges, and competitive benefits.
• More effectively champion the need for IBP in cross-functional activities.
• Understand the value of IBP in developing specific strategies and measuring their impact.

Grow Your Professional Network

Taught by experts in the field, i am really impressed with the scope of subjects covered and the practical case studies in diverse sectors from health, education, and other public sector projects., related programs.

Access (ADA)

The Georgia Tech Global Learning Center and Georgia Tech-Savannah campus is compliant under the Americans with Disabilities Act. Any individual who requires accommodation for participation in any course offered by GTPE should contact us  prior to the start of the course.

Courses that are part of certificate programs include a required assessment. Passing criteria is determined by the instructor and is provided to learners at the start of the course.

CEUs are awarded to participants who attend a minimum of 80% of the scheduled class time.

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Georgia Tech’s Office of Research Security and Compliance requires citizenship information be maintained for those participating in most GTPE courses. Citizenship information is obtained directly from the learner at the time of registration and is maintained in the Georgia Tech Student System.

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Learners enrolled in any of Georgia Tech Professional Education's programs are considered members of the Georgia Tech community and are expected to comply with all policies and procedures put forth by the Institute, including the  Student Code of Conduct  and Academic Honor Code .

Course Changes and Cancellations

Please refer to our  Terms and Conditions  for complete details on the policies for course changes and cancellations.

Data Collection and Storage

Participants in GTPE courses are required to complete an online profile that meets the requirements of Georgia Tech Research Security. Information collected is maintained in the Georgia Tech Student System. The following data elements are considered directory information and are collected from each participant as part of the registration and profile setup process:

• Full legal name
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This data is not published in Georgia Tech’s online directory system and therefore is not currently available to the general public. Learner information is used only as described in our Privacy Policy . GTPE data is not sold or provided to external entities.

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At any time, you can remove your consent to marketing emails as well as request to delete your personal data. Visit our GTPE EU GDPR page for more information.

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Classes and events being held at the Georgia Tech Global Learning Center in Atlanta or Georgia Tech-Savannah campus may be impacted by closures or delays due to inclement weather.

The Georgia Tech Global Learning Center will follow the guidelines of Georgia Tech main campus in Atlanta. Students, guests, and instructors should check the  Georgia Tech homepage  for information regarding university closings or delayed openings due to inclement weather. Please be advised that if campus is closed for any reasons, all classroom courses are also canceled.

Students, guests, and instructors attending classes and events at Georgia Tech-Savannah should check the  Georgia Tech-Savannah homepage  for information regarding closings or delayed openings due to inclement weather.

Program Completion

GTPE certificates of program completion consist of a prescribed number of required and elective courses offered and completed at Georgia Tech within a consecutive six-year period. Exceptions, such as requests for substitutions or credit for prior education, can be requested through the petition form . Exceptions cannot be guaranteed.

Please refer to our  Terms and Conditions  for complete details on the policy for refunds.

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Georgia Tech is a tobacco-free and smoke-free campus. The use of cigarettes, cigars, pipes, all forms of smokeless tobacco, and any other smoking devices that use tobacco are strictly prohibited. There are no designated smoking areas on campus.

Special Discounts

Courses that are eligible for special discounts will be noted accordingly on the course page. Only one coupon code can be entered during the checkout process and cannot be redeemed after checkout is complete. If you have already registered and forgot to use your coupon code, you can request an eligible refund . GTPE will cancel any transaction where a coupon was misused or ineligible. If you are unsure if you can use your coupon code, please check with the course administrator.

GTPE does not have a program for senior citizens. However, Georgia Tech offers a 62 or Older Program for Georgia residents who are 62 or older and are interested in taking for credit courses. This program does not pay for noncredit professional education courses. Visit the Georgia Tech Undergraduate Admissions page for more information on the undergraduate program and  Georgia Tech Graduate Admissions  page for more information on the graduate program.

Group Registrations

How do i register my group.

There is no special process or form to register your group. All interested learners must create and manage their own individual profiles, accounts, and registrations.  

• Complete a GTPE profile .
• Shop for a course .
• Add the course(s) to the cart.*
• Apply a group discount code (if applicable).
• Provide an accepted payment method to complete the order (credit card, third party credit card holder, or one accepted payment document).  

*Carts will remain active for 14 days, but seats are not held until the transaction is complete.

How do I apply for a group discount?

Courses that offer group discounts will display the discount code on the course page. Your employees will use the code during the registration process and cart totals will adjust accordingly. Group discounts can only be used if three or more employees from the company attend the same course and only one coupon code can be use per shopping cart.

If you have already registered and forgot to use your coupon code, you can request an eligible refund .

What are the accepted payment documents if I am unable to pay by credit card?

Accepted payment documents must be uploaded during the registration process. They include:

• A company purchase order (PO or SF182)
• A letter of authorization on company letterhead
• A corporate education application/voucher

What are the requirements for payment documents?

• Name of company and physical address
• Name of employee(s) approved for training
• Document number (SF-182 documents: Section C, Box 4)
• Billing address (SF-182 documents: Section C, Box 6)
• Course title and course dates
• Maximum disbursement amount (billing amount)
• Expiration date (if applicable)
• Authorized signature(s)
• Payment terms less than or equal to net 30

The employee can print of a copy of their shopping cart to submit if required for payment documents. The cart will remain active for 14 days, but the seat will not held until registration and payment is complete.

Registrations cannot be processed without payment. If your employee is concerned about losing a seat in a class because of internal company processes, we suggest that they go ahead and register and pay with a personal or corporate credit card and seek reimbursement.

Who can I contact for assistance?

If you need assistance with your group registration or have questions on how to start the process, please feel free to contact us at 404-385-3501 or [email protected] .

Individual Registrations

Where are your courses held.

Most GTPE classroom courses are held at the Georgia Tech Global Learning Center (GLC). Any courses that are held elsewhere will be clearly marked on the course page. Get information on parking, directions, and transportation to the GLC.

Do you provide overnight guest rooms?

We do not provide overnight rooms. However, accommodations can be made at the Georgia Tech Hotel and Conference Center, adjacent to us. Additional hotels can be found within walking distance. Get more information on accommodations .

What if I need to transfer to another course?

Learners may transfer to another course of equal or greater cost if notification is made at least 10 business days prior to the original course start date. The course to which one transfers must already be scheduled.

When should I register for a course?

We recommend you register for courses as early as possible. Session details will indicate when there is less than five reamining seats in a particular session.

How can I make updates to my contact information?

Updates to your company, address, email, phone, and passwords can be made directly on the GTPE website. Name changes and citizenship changes must be submitted to the GTPE Registrar’s Office.

How can I register for a course?

• Apply a special discount code (if applicable).

Do you accept walk-in registrations?

Walk-in registrations are accepted based on space availability but are not guaranteed for any courses.

Do you offer special discounts?

If available, discounts will display on the course page or will be automatically applied during the purchase process. Only one coupon code should be entered during the checkout process and will be validated by the system if applicable to items in your cart. If you have already registered and forgot to use your coupon code, you can request an eligible refund .

GTPE does not have a discount program for senior citizens. However, Georgia Tech offers a 62 or Older Program for Georgia residents who are 62 or older and are interested in taking for credit courses. This program does not pay for noncredit professional education courses. Visit the  Georgia Tech Undergraduate Admissions  page for more information on the undergraduate program and the  Georgia Tech Graduate Admissions  page for more information on the graduate program.

What professional education programs are eligible for veteran education benefits?

The following GTPE programs are eligible for veteran education benefits:

• Construction Safety and Health Certificate Program (Atlanta campus courses only)
• Project Management Certificate Program (Atlanta campus courses only)
• Safety and Health Management Certificate Program (Atlanta campus courses only)

View the GTPE veteran’s GI Bill benefits checklist for more information.

Do you have a program for senior citizens?

GTPE does not have a program for senior citizens. However, Georgia Tech offers a 62 or Older Program for Georgia residents who are 62 or older and are interested in taking for credit courses. This program does not pay for noncredit professional education courses. Visit the Georgia Tech Undergraduate Admissions page for more information on the undergraduate program and the Georgia Tech Graduate Admissions page for more information on the graduate program.

What happens if my course is cancelled?

In the event of a cancellation, we will provide you with a full refund or transfer to an equivalent course.

Do I need a student visa to take a course?

Short courses (1-5 days) and conferences do not require a student visa. A B-2 Tourist Visa, along with a copy of your registration confirmation email and a copy of your completed web registration order page, should suffice.

If participation in a course is employment related, with immediate departure from the U.S., then a B-1 Temporary Business Visa will be required.

We encourage you to contact your U.S. Consulate or Embassy to determine visa eligibility. Full refunds will be provided to participants who are unable to obtain an entry visa and contact our office prior to the start of the course.

English as a Second Language students should contact the Language Institute for admission and visa requirements.

Do you provide letters of invitations or immigration documents for student visas?

We do not issue letters of invitation and cannot provide immigration documents for the issuance of a student visa. Full refunds will be provided to participants who are unable to obtain an entry visa and contact our office prior to the start of the course.

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Full payment is due at time of registration. Accepted payment methods include:

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• International wire payments *
• Georgia Tech Workday Number (for Georgia Tech employees only)
• Private loans *
• GI Bill benefits * (Eligible Atlanta campus courses only. Off-campus and online courses are not eligible for VA Benefits.)
• Company checks*

* Requires document upload or transaction verification during the checkout process.

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Purchase order documents must include the following:

• Name of company’s financial contact and/or ap (accounts payable) email address

Please do not include social security numbers on purchase order documents.

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• Make your check payable to “Georgia Institute of Technology” and include the order number and participant name on the face of the check.
• Choose “Company Purchase Order” as the payment method at checkout and upload a copy of your check to your order.

GTPE Accounting Georgia Institute of Technology Global Learning Center 84 5th St. NW Atlanta, GA 30308-1031

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Full payment is due at the time of registration.

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General Public Payment is due at the time of purchase. Invoice payments must adhere to the Board of Regent’s business terms of net 30.

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Additional fees vary by course. Be sure to review the Requirements & Materials tab on the course page for more information.

My company has offered to pay for this course. Can you invoice them directly?

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• Add the course(s) to the cart.
• Print your cart and submit to your employer as the cost estimate.
• Receive a copy of your company’s Purchase Order or payment approval document for GTPE to invoice against.
• Return to your cart, proceed through checkout and upload our company PO in the final payment step.
• The GTPE Business Office will generate an invoice 10 days prior to the start of the course at which point you are no longer eligible to withdraw with fund. Your company must:
• Abide by the Georgia Tech and Board of Regent’s business terms of net 30.
• Pay the full balance of a Georgia Tech invoice (there are no discounts for payments made early or on time).
• Pay the invoice if the employee fails to withdraw during the refund period and does not attend the course.

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Credit card refunds are processed to the original credit card. The credit card issuer is responsible for refund credit balances to the cardholder.

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We do not offer payment plans for any of our services, conferences, or courses. Payment must be made in full at time of purchase.

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GTPE cannot issue 1098-T tax forms. If you have a payment history need for tax purposes, we are happy to provide you with receipts of payment. Please submit your requires to [email protected] . Be sure to include your full legal name and Georgia Tech ID which can be found within your GTPE profile .

Withdrawals, Substitutions, and Transfers

Course registration changes.

Please see our  Terms and Conditions  for complete details on our policies for course registration changes.

Transcripts, Certificates, and Credits

Are your ceus accredited.

GTPE’s use of CEU follows accepted criteria and guidelines established by the Georgia Board of Regents which follows international standards such as The International Association for Continuing Education and Training (IACET).

Do you provide transcripts or certificates for Professional Development Hours or Professional Development Units?

GTPE does not issue transcripts or certificates with Professional Develop Hours (PDH) or Professional Development Units (PDU), but the crosswalk here is provided for reference.

One CEU = 10 contact hours of instruction One PDH = 1 contact hour of instruction (one CEU = 10 PDH) One PDU = 1 contact hour of instruction (one CEU = 10 PDU)

Will I receive a course completion certificate?

Upon successful completion of most GTPE courses (80% minimum attendance and a passing grade in courses that require an assessment), you may receive a certificate indicating the number of CEUs earned. Certificate issuance exceptions include courses with outstanding credentialing entities (i.e. OSHA or PADI).

How do I request a transcript of my CEUs?

CEUs earned are recorded in the attendee’s name and will appear on a GTPE transcript. All transcripts must be requested by the attendee via the transcript request form . Requests are typically processed within three business days.

How do I petition for a program certificate audit?

For an audit of your transcript for progress toward completion of a certificate, please complete the transcript request form . GTPE courses do not provide academic or degree credit. Georgia Tech academic or degree credit is only available to matriculated students taking courses that meet degree requirements.

What requirements are required by my state and association?

For specific information on state licensing or credit requirements, please contact your state licensing board. If you are seeking certification through a professional association, please review the specific requirements with that association.

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A better way to drive your business

Managing the availability of supply to meet volatile demand has never been easy. Even before the unprecedented challenges created by the COVID-19 pandemic and the war in Ukraine, synchronizing supply and demand was a perennial struggle for most businesses. In a survey of 54 senior executives, only about one in four believed that the processes of their companies balanced cross-functional trade-offs effectively or facilitated decision making to help the P&L of the full business.

That’s not because of a lack of effort. Most companies have made strides to strengthen their planning capabilities in recent years. Many have replaced their processes for sales and operations planning (S&OP) with the more sophisticated approach of integrated business planning (IBP), which shows great promise, a conclusion based on an in-depth view of the processes used by many leading companies around the world (see sidebar “Understanding IBP”). Assessments of more than 170 companies, collected over five years, provide insights into the value created by IBP implementations that work well—and the reasons many IBP implementations don’t.

Understanding IBP

Integrated business planning is a powerful process that could become central to how a company runs its business. It is one generation beyond sales and operations planning. Three essential differentiators add up to a unique business-steering capability:

• Full business scope. Beyond balancing sales and operations planning, integrated business planning (IBP) synchronizes all of a company’s mid- and long-term plans, including the management of revenues, product pipelines and portfolios, strategic projects and capital investments, inventory policies and deployment, procurement strategies, and joint capacity plans with external partners. It does this in all relevant parts of the organization, from the site level through regions and business units and often up to a corporate-level plan for the full business.
• Risk management, alongside strategy and performance reviews. Best-practice IBP uses scenario planning to drive decisions. In every stage of the process, there are varying degrees of confidence about how the future will play out—how much revenue is reasonably certain as a result of consistent consumption patterns, how much additional demand might emerge if certain events happen, and how much unusual or extreme occurrences might affect that additional demand. These layers are assessed against business targets, and options for mitigating actions and potential gap closures are evaluated and chosen.
• Real-time financials. To ensure consistency between volume-based planning and financial projections (that is, value-based planning), IBP promotes strong links between operational and financial planning. This helps to eliminate surprises that may otherwise become apparent only in quarterly or year-end reviews.

An effective IBP process consists of five essential building blocks: a business-backed design; high-quality process management, including inputs and outputs; accountability and performance management; the effective use of data, analytics, and technology; and specialized organizational roles and capabilities (Exhibit 1). Our research finds that mature IBP processes can significantly improve coordination and reduce the number of surprises. Compared with companies that lack a well-functioning IBP process, the average mature IBP practitioner realizes one or two additional percentage points in EBIT. Service levels are five to 20 percentage points higher. Freight costs and capital intensity are 10 to 15 percent lower—and customer delivery penalties and missed sales are 40 to 50 percent lower. IBP technology and process discipline can also make planners 10 to 20 percent more productive.

When IBP processes are set up correctly, they help companies to make and execute plans and to monitor, simulate, and adapt their strategic assumptions and choices to succeed in their markets. However, leaders must treat IBP not just as a planning-process upgrade but also as a company-wide business initiative (see sidebar “IBP in action” for a best-in-class example).

IBP in action

One global manufacturer set up its integrated business planning (IBP) system as the sole way it ran its entire business, creating a standardized, integrated process for strategic, tactical, and operational planning. Although the company had previously had a sales and operations planning (S&OP) process, it had been owned and led solely by the supply chain function. Beyond S&OP, the sales function forecast demand in aggregate dollar value at the category level and over short time horizons. Finance did its own projections of the quarterly P&L, and data from day-by-day execution fed back into S&OP only at the start of a new monthly cycle.

The CEO endorsed a new way of running regional P&Ls and rolling up plans to the global level. The company designed its IBP process so that all regional general managers owned the regional IBP by sponsoring the integrated decision cycles (following a global design) and by ensuring functional ownership of the decision meetings. At the global level, the COO served as tiebreaker whenever decisions—such as procurement strategies for global commodities, investments in new facilities for global product launches, or the reconfiguration of a product’s supply chain—cut across regional interests.

To enable IBP to deliver its impact, the company conducted a structured process assessment to evaluate the maturity of all inputs into IBP. It then set out to redesign, in detail, its processes for planning demand and supply, inventory strategies, parametrization, and target setting, so that IBP would work with best-practice inputs. To encourage collaboration, leaders also started to redefine the performance management system so that it included clear accountability for not only the metrics that each function controlled but also shared metrics. Finally, digital dashboards were developed to track and monitor the realization of benefits for individual functions, regional leaders, and the global IBP team.

A critical component of the IBP rollout was creating a company-wide awareness of its benefits and the leaders’ expectations for the quality of managers’ contributions and decision-making discipline. To educate and show commitment from the CEO down, this information was rolled out in a campaign of town halls and media communications to all employees. The company also set up a formal capability-building program for the leaders and participants in the IBP decision cycle.

Rolled out in every region, the new training helps people learn how to run an effective IBP cycle, to recognize the signs of good process management, and to internalize decision authority, thresholds, and escalation paths. Within a few months, the new process, led by a confident and motivated leadership team, enabled closer company-wide collaboration during tumultuous market conditions. That offset price inflation for materials (which adversely affected peers) and maintained the company’s EBITDA performance.

Our research shows that these high-maturity IBP examples are in the minority. In practice, few companies use the IBP process to support effective decision making (Exhibit 2). For two-thirds of the organizations in our data set, IBP meetings are periodic business reviews rather than an integral part of the continuous cycle of decisions and adjustments needed to keep organizations aligned with their strategic and tactical goals. Some companies delegate IBP to junior staff. The frequency of meetings averages one a month. That can make these processes especially ineffective—lacking either the senior-level participation for making consequential strategic decisions or the frequency for timely operational reactions.

Finally, most companies struggle to turn their plans into effective actions: critical metrics and responsibilities are not aligned across functions, so it’s hard to steer the business in a collaborative way. Who is responsible for the accuracy of forecasts? What steps will be taken to improve it? How about adherence to the plan? Are functions incentivized to hold excess inventory? Less than 10 percent of all companies have a performance management system that encourages the right behavior across the organization.

By contrast, at the most effective organizations, IBP meetings are all about decisions and their impact on the P&L—an impact enabled by focused metrics and incentives for collaboration. Relevant inputs (data, insights, and decision scenarios) are diligently prepared and syndicated before meetings to help decision makers make the right choices quickly and effectively. These companies support IBP by managing their short-term planning decisions prescriptively, specifying thresholds to distinguish changes immediately integrated into existing plans from day-to-day noise. Within such boundaries, real-time daily decisions are made in accordance with the objectives of the entire business, not siloed frontline functions. This responsive execution is tightly linked with the IBP process, so that the fact base is always up-to-date for the next planning iteration.

A better plan for IBP

In our experience, integrated business planning can help a business succeed in a sustainable way if three conditions are met. First, the process must be designed for the P&L owner, not individual functions in the business. Second, processes are built for purpose, not from generic best-practice templates. Finally, the people involved in the process have the authority, skills, and confidence to make relevant, consequential decisions.

Design for the P&L owner

IBP gives leaders a systematic opportunity to unlock P&L performance by coordinating strategies and tactics across traditional business functions. This doesn’t mean that IBP won’t function as a business review process, but it is more effective when focused on decisions in the interest of the whole business. An IBP process designed to help P&L owners make effective decisions as they run the company creates requirements different from those of a process owned by individual functions, such as supply chain or manufacturing.

One fundamental requirement is senior-level participation from all stakeholder functions and business areas, so that decisions can be made in every meeting. The design of the IBP cycle, including preparatory work preceding decision-making meetings, should help leaders make general decisions or resolve minor issues outside of formal milestone meetings. It should also focus the attention of P&L leaders on the most important and pressing issues. These goals can be achieved with disciplined approaches to evaluating the impact of decisions and with financial thresholds that determine what is brought to the attention of the P&L leader.

The aggregated output of the IBP process would be a full, risk-evaluated business plan covering a midterm planning horizon. This plan then becomes the only accepted and executed plan across the organization. The objective isn’t a single hard number. It is an accepted, unified view of which new products will come online and when, and how they will affect the performance of the overall portfolio. The plan will also take into account the variabilities and uncertainties of the business: demand expectations, how the company will respond to supply constraints, and so on. Layered risks and opportunities and aligned actions across stakeholders indicate how to execute the plan.

Would you like to learn more about our Operations Practice ?

Trade-offs arising from risks and opportunities in realizing revenues, margins, or cost objectives are determined by the P&L owner at the level where those trade-offs arise—local for local, global for global. To make this possible, data visible in real time and support for decision making in meetings are essential. This approach works best in companies with strong data governance processes and tools, which increase confidence in the objectivity of the IBP process and support for implementing the resulting decisions. In addition, senior leaders can demonstrate their commitment to the value and the standards of IBP by participating in the process, sponsoring capability-building efforts for the teams that contribute inputs to the IBP, and owning decisions and outcomes.

Fit-for-purpose process design and frequency

To make IBP a value-adding capability, the business will probably need to redesign its planning processes from a clean sheet.

First, clean sheeting IBP means that it should be considered and designed from the decision maker’s perspective. What information does a P&L owner need to make a decision on a given topic? What possible scenarios should that leader consider, and what would be their monetary and nonmonetary impact? The IBP process can standardize this information—for example, by summarizing it in templates so that the responsible parties know, up front, which data, analytics, and impact information to provide.

Second, essential inputs into IBP determine its quality. These inputs include consistency in the way planners use data, methods, and systems to make accurate forecasts, manage constraints, simulate scenarios, and close the loop from planning to the production shopfloor by optimizing schedules, monitoring adherence, and using incentives to manufacture according to plan.

Determining the frequency of the IBP cycle, and its timely integration with tactical execution processes, would also be part of this redesign. Big items—such as capacity investments and divestments, new-product introductions, and line extensions—should be reviewed regularly. Monthly reviews are typical, but a quarterly cadence may also be appropriate in situations with less frequent changes. Weekly iterations then optimize the plan in response to confirmed orders, short-term capacity constraints, or other unpredictable events. The bidirectional link between planning and execution must be strong, and investments in technology may be required to better connect them, so that they use the same data repository and have continuous-feedback loops.

Authorize consequential decision making

Finally, every IBP process step needs autonomous decision making for the problems in its scope, as well as a clear path to escalate, if necessary. The design of the process must therefore include decision-type authority, decision thresholds, and escalation paths. Capability-building interventions should support teams to ensure disciplined and effective decision making—and that means enforcing participation discipline, as well. The failure of a few key stakeholders to prioritize participation can undermine the whole process.

Decision-making autonomy is also relevant for short-term planning and execution. Success in tactical execution depends on how early a problem is identified and how quickly and effectively it is resolved. A good execution framework includes, for example, a classification of possible events, along with resolution guidelines based on root cause methodology. It should also specify the thresholds, in scope and scale of impact, for operational decision making and the escalation path if those thresholds are met.

Transforming supply chains: Do you have the skills to accelerate your capabilities?

In addition to guidelines for decision making, the cross-functional team in charge of executing the plan needs autonomy to decide on a course of action for events outside the original plan, as well as the authority to see those actions implemented. Clear integration points between tactical execution and the IBP process protect the latter’s focus on midterm decision making and help tactical teams execute in response to immediate market needs.

An opportunity, but no ‘silver bullet’

With all the elements described above, IBP has a solid foundation to create value for a business. But IBP is no silver bullet. To achieve a top-performing supply chain combining timely and complete customer service with optimal cost and capital expenditures, companies also need mature planning and fulfillment processes using advanced systems and tools. That would include robust planning discipline and a collaboration culture covering all time horizons with appropriate processes while integrating commercial, planning, manufacturing, logistics, and sourcing organizations at all relevant levels.

As more companies implement advanced planning systems and nerve centers , the typical monthly IBP frequency might no longer be appropriate. Some companies may need to spend more time on short-term execution by increasing the frequency of planning and replanning. Others may be able to retain a quarterly IBP process, along with a robust autonomous-planning or exception engine. Already, advanced planning systems not only direct the valuable time of experts to the most critical demand and supply imbalances but also aggregate and disaggregate large volumes of data on the back end. These targeted reactions are part of a critical learning mechanism for the supply chain.

Over time, with root cause analyses and cross-functional collaboration on systemic fixes, the supply chain’s nerve center can get smarter at executing plans, separating noise from real issues, and proactively managing deviations. All this can eventually shorten IBP cycles, without the risk of overreacting to noise, and give P&L owners real-time transparency into how their decisions might affect performance.

P&L owners thinking about upgrading their S&OP or IBP processes can’t rely on textbook checklists. Instead, they can assume leadership of IBP and help their organizations turn strategies and plans into effective actions. To do so, they must sponsor IBP as a cross-functional driver of business decisions, fed by thoughtfully designed processes and aligned decision rights, as well as a performance management and capability-building system that encourages the right behavior and learning mechanisms across the organization. As integrated planning matures, supported by appropriate technology and maturing supply chain–management practices, it could shorten decision times and accelerate its impact on the business.

Elena Dumitrescu is a senior knowledge expert in McKinsey’s Toronto office, Matt Jochim is a partner in the London office, and Ali Sankur is a senior expert and associate partner in the Chicago office, where Ketan Shah is a partner.

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SAP Integrated Business Planning for Supply Chain

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What is SAP Integrated Business Planning for Supply Chain?

Plan for a sustainable, risk-resilient future with the SAP Integrated Business Planning for Supply Chain (SAP IBP) solution. Speed responsiveness and stay ahead of change with supply chain analytics, what-if simulations, alerts, and more.

Powered by SAP HANA, this cloud-based solution combines sales and operations planning (S&OP), forecasting and demand, response and supply, demand-driven replenishment, and inventory planning.

• Automated, tightly coordinated supply chain planning processes
• Advanced machine learning algorithms and planning capabilities 
• Native integration with SAP Supply Chain Control Tower and other solutions
• Watch an overview video

The special thing about SAP IBP for response and supply is that it helps us create transparency and a feasible plan, which is great for providing reliable delivery dates for customers. Bernard Czap, Global Project Lead S&OP Transformation & Order Promise China, BSH Home Appliances Group Watch the customer video

2022 Annual Customer Report for SAP IBP

What were the highlights for SAP IBP over the past year? Dive in to find out.

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See how customers are succeeding with SAP

Can you act fast when supply chain disruption happens, see if your supply chain can withstand today’s challenges.

SAP has created the “Supply Chain Game Changer,” a simulated game that allows you to choose from three different scenarios (product shortages, logistics issues, and merger obstacles) and various roles (demand planner, supply planner, and head of planning) to see how your supply chain would hold up.

Join us on this interactive journey to understand how each role responds and reacts to today’s supply chain challenges.

• Play “Supply Chain Game Changer” now

Safeguarding business continuity while growing profits

Find out how synchronized planning can help you build a sustainable, proactive, and risk-resilient supply chain that increases visibility, boosts agility, and helps you better meet customer demand. 

• Read the white paper

What are analysts saying about planning and the sustainable, risk-resilient supply chain?

Building visibility with supply chain planning.

Read the Oxford Economics research into building visibility and collaboration in supply chain planning to avoid risk.

Tapping the power of AI for supply chain planning

Read what IDC has to say about how forward-thinking companies are using AI to make sense of their data and conquer supply chain complexity.  

Related supply chain planning solutions

Make informed, responsive, and in-context planning decisions with fast, flexible planning analytics, powerful simulations, and a collaborative supply network.

SAP S/4HANA Manufacturing for planning and scheduling

Extend the SAP S/4HANA digital core with embedded advanced planning and scheduling functionality.

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Frequently Asked Questions

What is SAP IBP?

The SAP Integrated Business Planning for Supply Chain (SAP IBP) solution is a cloud-based supply chain planning solution that scales to accommodate business growth and integrates with other SAP and third-party systems. It integrates key aspects of the planning process including demand, supply, inventory, and sales and operations planning (S&OP). Designed to help you streamline planning and improve performance, SAP IBP supports data-driven decision-making and simplified collaboration to increase operational efficiency. This is accomplished with help from advanced analytics, artificial intelligence, and powerful optimization algorithms that enable real-time visibility, better forecasting, and faster decision-making across the entire supply chain.

Which modules are part of SAP IBP?

• Demand management: SAP IBP integrates historical data, market trends, and advanced predictive analytics so that you can generate more accurate demand forecasts.
• Response and supply planning: SAP IBP takes capacity constraints, lead times, and inventory levels into account so that you can optimize production and distribution plans and more efficiently meet customer demands.
• Inventory management: SAP IBP helps you maintain optimal inventory levels by balancing the trade-offs between carrying costs, stockouts, and service levels.
• Sales and operations planning: SAP IBP provides a unified platform for collaborative planning, allowing different departments to align on strategic goals and operational plans.
• Demand-driven replenishment: SAP IBP supports DDMRP for strategically positioning inventory buffers in the supply chain to absorb variability and uncertainty.
• Supply chain control tower: SAP IBP supports the real-time supply chain visibility and enhanced analytics you need to quickly respond to changing market conditions and customer requirements.

Who uses SAP IBP?

More than 1000 companies worldwide use SAP IBP to streamline supply chain and planning processes. Ranging from large multinational corporations to medium-sized enterprises, these companies span a wide range of industries, including manufacturing, retail, consumer goods, pharmaceuticals, automotive, aerospace, and many others. Some of the key users of SAP IBP include:

• Supply chain managers: They use SAP IBP to optimize supply chain processes, improve visibility, and monitor and control inventory levels.
• Demand planners: They use SAP IBP to forecast customer demand accurately, align supply with demand, and improve overall customer satisfaction.
• Sales and operations planners: They use SAP IBP to align sales, marketing, and operations teams to execute integrated business plans and achieve financial targets.
• Inventory managers: They use SAP IBP to optimize inventory levels, minimize carrying costs, and improve working capital efficiency.
• Executives and decision-makers: They use SAP IBP to gain insights into the overall health of the business, make data-driven decisions, and drive strategic initiatives.

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SAP IBP Blog 12 – Webinars, Training and Discover SAP IBP

This blog gives a short overview about training offerings and expert webinars for SAP  Integrated Business Planning for Supply Chain (short SAP IBP), with a focus on the Discover SAP IBP learning journey, released in early 2023.

There is an SAP community blog from 2022 on training information for SAP IBP with details on the SAP Learning Hub: SAP IBP Community Blog on SAP Learning Hub .

Webinars for SAP IBP (acessible by everyone and free of charge)

• SAP IBP Webinar Overview series: These are 1h sessions, one per IBP application: SAP IBP Introduction Webinar Series
• SAP IBP quarterly onboarding webinars: Every quarter a new onboarding webinar series is conducted, directed torwards new customers: SAP IBP Onboarding webinars
• SAP IBP Meet-The-Expert sessions:The meet the expert webinars are conducted throughout the year and focus on a specific topic, e.g., inventory optimization or CI-DS integration. This also includes the quarterly What´s New sessions. You can find upcoming and past webinars on the following webpage: SAP IBP Webcasts Engagement Hub .
• Here is the link to a webpage where you can subscribe to webinars and other useful information for SAP IBP: Subscription to SAP IBP newsletter

Training offerings for SAP IBP:

• Most training offerings are paid services, but some material is made available free of charge.
• The SAP contact for IBP training offerings is Sebastian Diego Alejandro Gomez Rey: [email protected]

Paid training offerings:

• For formal SAP IBP training courses, please visit the  SAP IBP Learning Journey page
• This webpage has some more information on Training portfolio for SAP IBP
• The current SAP IBP Learning journey and the SAP Learning Hub will transition in the future to the modernized webpage learning.sap.com .

Discover SAP IBP (free of charge 10h training course)

• A new SAP IBP Learning journey was introduced in 2023 called:  Discover SAP Integrated Business Planning for Supply Chain
• You can find this course on learning.sap.com .

Details on Discover SAP Integrated Business Planning for Supply Chain

• Specification: 7 Units, 10h, free of charge.
• Link: Discover SAP Integrated Business Planning for Supply Chain
• In this course you will gain a solid understanding of the SAP Integrated Business Planning for Supply Chain solution, the components, and their associated business processes. Instructor-led training is supplemented with hands-on exercises using the most recently released version of the SAP IBP supply chain solution. This course is mandatory foundational knowledge which is required for all follow-on SAP IBP courses.

Discover SAP IBP – Main page

• Unit 1: Introduction to Planning Processes (1:02h)
• Unit 2: Introduction to SAP Integrated Business Planning (40min)
• Unit 3: Using SAP IBP for Supply Chain (1:50h)
• Unit 4: Demand Planning (1:55h)
• Unit 5: Inventory Planning and Optimization (1:25h)
• Unit 6: Supply Planning (1:25h)
• Unit 7: Exception Management (1h)

In this course also tutorials are included how to perform certain tasks. Here an example for a demand planner:  Tutorial – Adjust Local Demand Plan

Discover SAP IBP – Tutorial example

Some examples of the Discover SAP IBP training course:

Unit 1 – Overview Planning processes

Discover SAP IBP – Unit 1: Introduction to Planning Processes

Unit 2: Introduction to SAP IBP

Discover SAP IBP – Unit 2: Introduction to SAP Integrated Business Planning

Unit 3: Using SAP IBP

Discover SAP IBP – Unit 3: Using SAP IBP

Unit 4: Demand Planning

Discover SAP IBP – Unit 4: Demand Planning

Unit 5: Inventory Planning and Optimization

Discover SAP IBP – Unit 5: Inventory Planning and Optimization

Unit 6: Supply Planning

Discover SAP IBP – Unit 6: Supply Planning

Unit 7: Exception Management

Discover SAP IBP – Unit 7: Exception Management

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Thanks Rudi for the information!!👍

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Intelligent Planning

What is integrated business planning.

Disjointed planning processes are standard practice for many organizations, causing a lack of visibility and efficiency across every department. But times are now changing, and forward-thinking companies are forging ahead with digital transformation, resulting in the implementation of an integrated business planning (IBP) approach. In this blog, we’ll explore what IBP is and the benefits of its implementation.

The definition of Integrated Business Planning

Integrated Business Planning (IBP) is an approach (considered to be best practice) which incorporates financial and operational data from across the organization. It enables companies to maximize their output by linking strategic plans with sales, operational, and financial plans, giving greater visibility of the relationships between resources, capabilities, and results. The organization can use IBP to collectively produce an agreed go-to-market plan, to which every department has contributed.

Why do traditional business planning processes hold organizations back?

Planning activities across the supply chain are typically very disjointed, with disparate spreadsheets and standalone business intelligence solutions being used to provide limited, localized knowledge to inform the process. Many firms have implemented S&OP principles to provide some level of collaboration, but they still lack unification across the entire organization.

The result is a collection of business silos which function almost entirely in their own bubble, creating inefficiencies and poor performance across the business due to:

• A lack of visibility of how each department is working and the impact of activities on the financial bottom line
• A disconnect between strategies and operational activities and lowered competitiveness, as the time taken to combine data from all departments and agree on the way forward results in slow reaction times to changes in the market
• The absence of a collaborative approach and accountability for overall results, as divisions focus on their own activities rather than seeing themselves as part of one business team
• A collection of point solutions and applications performing similar purposes in different divisions, increasing financial costs and adding to the count of disparate data sources

What are the benefits of Integrated Business Planning?

An integrated business platform can overcome these challenges by enabling the organization to augment its decision-making abilities and:

• Deliver alignment between strategic goals and financial and operational activities – with full visibility of what the organization wants to achieve, departments can see where their activities fit in to the overall picture and work towards a common goal
• Create transparency over the relationship between different departmental outputs – with one shared view of data, and the ability to conduct scenario planning, the effect of an increase or decrease in production quantity, headcount, sales, marketing campaigns, and more on both financial results and other departmental output
• Ensure accountability – employees are more aware of the impact their actions have on the wider business, and are also part of an agreed go-to-market plan to which their activities contribute

For companies like Coca Cola European Partners , IBP has become part of daily operational activities, driving transparency and efficiency across a fast-moving supply chain , from production through to delivery. And as increasing numbers of companies make the shift, those still taking a more legacy approach will be at a significant disadvantage.

For more information on the benefits of an integrated business planning process, take a look at our complimentary whitepapers:

• Digital Office of Finance – Integrated Business Planning from CFO.com • Integrated Business Planning – The Cornerstone of Smart Decisions from FSN

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Integrated Corporate Planning at Coca-Cola European Partners

Find out how Coca-Cola is utilizing BOARD to underpin a driver-based planning approach from production through to delivery.

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SAP IBP Training

• (1 REVIEWS )

All ERP products are moving to SAP, the most talked-about SAP innovation in recent times. This is one of the most wanted SAP modules for implementing real-time integrated Supply Chain Planning. This is SAP’s new, state-of-the-art platform for real-time, integrated supply chain planning – built on SAP HANA, for Cloud deployment. This is being developed to deliver integrated, unified planning across sales and operations, demand, inventory, supply, and response planning. This training helps you make an expert in SAP Integrated Business Planning and helps you get more profitable results for Organization.

Unit 1: Introduction & Supply Chain IBP

• Introduction to IBP
• SAP IBP Overview
• SAP IBP System Walkthrough
• Web UI- Fiori App
• Modules of IBP and their license
• Business process understanding of IBP Modules and flow.
• Supply Chain Concepts Mid Term, Short Term, Long Term Planning
• Understanding of Baseline and Scenarios
• Hub and Spoke Model in Supply Chain and Planning flow
• Time series Planning

Unit 2: Interface

• CPI -DS Interface for time series extraction
• CPI-DS Extractions from ECC tables
• Data sources
• Project, Task, Data flows
• Production and Quality environment for Data Sources

Unit 3: Master Data-Demand Planning & Supply Planning

• Production Versions
• UOM and unit of Measure conversion
• Currency and Currency Conversions
• Location Product
• Location Source

Unit 4: Configuration

• Master Data
• Time Profiles
• Planning Area
• Planning Levels
• Key Figures
• Planning Operators

Unit 5: Data Integration Jobs

• Loading of the Master Data into IBP
• Loading of the Transaction Data into IBP
• Understanding the load Analysis in the Planning Views

Unit 6: Demand Planning

• Demand Planning Process
• Supply Chain Network
• Master Data Requirements
• Transactional Data Requirements
• Creating First Demand Planning View
• Key Figures for Demand Planning
• ABC/XYZ Classification
• Outlier Correction (Manual/Auto)
• Statistical Forecasting
• New Product Introduction
• Consolidation of Demand Plan through scenarios
• Copy Operators
• Release Demand Plan to Supply
• How to compare IBP with APO DP

Unit 7: Charts & Dashboards

• Create the first Analytics chart
• Adding charts to Dashboards
• Using charts and dashboards filters to navigate

Unit 8: Inventory Optimization

Unit 9: supply planning.

• Supply Planning Process
• Check Mode and S&OP Heuristics set up
• Generating unconstrained supply run
• Creating Supply Planning Views
• Working with EPM Formatting
• Generating Customer Quota through Forecast
• How to work with Adjusted KFs?

Prerequisite:

Exam details.

• Exam Level - Associate
• Exam Duration - 180 Minutes
• Exam Questions - 80 Questions
• Passing Score - 65%
• Sample Questions

Certificate of Completion(Sample)

Add Faq Question

Sap ibp training faqs, what is sap ibp, what are the key features of sap ibp.

• End-to-end supply chain visibility
• The unified, integrated, and cross-departmental planning approach
• Simple and easy-to-use user interface
• Advanced demand sensing, analysis, and predictive forecasting
• Embedded social collaboration and MS Excel-based planning

What are the applications of SAP IBP?

• SAP Integrated Business Planning for sales and operations
• SAP Integrated Business Planning for demand
• SAP Integrated Business Planning for response and supply
• SAP Integrated Business Planning for inventory
• SAP Supply Chain Control Tower

What are the solutions offered by SAP IBP?

• IBP for Sales and Operation
• IBP for Demand
• IBP for Inventory
• IBP for Supply
• IBP for Response

What is the difference between Supply Chain Collaboration and Supply Chain Coordination?

What is electronic compliance reporting (ecr) in sap gts, what are the advantages of implementing sap gts.

• Saves time by automated processes
• Reduces Expenditure
• Less Manpower involved
• Automatic checking the compliance violation and banned dealers

Who can use Best Practices for IBP? What does it cost?

What are the processes performed by using the components in supply chain management.

• Demand Planning (DP)
• Supply Network Planning (SNP)
• Production Planning and Detailed Scheduling (PP/DS)
• Global Available-to-Promise (ATP) Check
• Transport Planning/Vehicle Scheduling (TP/VS)

What are the mathematical methods used to analyze historical data for demand planning?

• Moving average
• Constant model
• Trend model
• Seasonal model
• Exponential smoothing

SAP IBP Placement FAQs

What are the prerequisites to take sap ibp training.

SAP IBP is one of the most sought for skill in the IT market today. It is recommended that the trainee should have the following prerequisites to take SAP IBP Training: Basic knowledge of Supply Chain Management. Basic Knowledge of SAP Chain Planning Solutions Able to understand SAP Advanced Planning & Optimization APO

Who can take SAP IBP Training?

This is one of the most valued and respected professional requirements for professionals who want to focus on maintaining the supply chain by staying compliant with Advanced Analytics and Interactive Simulation in a better way. SAP GTS training course is aimed at the following audiences: Application Consultants Project Team Memebers Power/Key Users

What are the career prospects of SAP IBP Consultant?

What is the average salary of sap ibp consultant in the united states, what is the demanding job trend of sap ibp consultants.

Generic Training FAQs

How do you provide training, what are the modes of training, what is the difference between instructor led live training, video training and self-paced video training.

• Picture – https://www.zarantech.com/images/advertisement/live-vs-video-training/live-vs-video-full.png
• Click on the below links to know the differences between live training, video training, self-paced video training:
• Instructor Led Live Training (ILLT) – https://www.youtube.com/watch?v=1iE3CGjPSnA
• Instructor Led Video Training (ILVT) – https://www.youtube.com/watch?v=p_GOe5LFrqA
• Self-paced Video Training (SPVT) – https://www.youtube.com/watch?v=v1P9_fkg9mE

What are the Technical Requirement for taking the Online Live training?

Operating System: Windows XP or newer Browser: Internet Explorer 6.x or newer CPU: P350 MHz, recommended P500+ MHz Memory: 128 MB, recommended 256+ MB RAM Free Disk Space: 40 MB, recommended 200+ MB for content and recordings Internet Connection: 28.8 Kbps, recommended 128+ Kbps Monitor: 16 bit colors (high color) Other: Sound card, microphone, and speakers OR headset with microphone

What internet speed is required to attend the LIVE session?

What are some of the benefits of taking online training as compared to classroom training.

Full Interactivity – Two-way voice over internet and web-conferencing tool. This tool enables participants to ask questions and collaborate with each other in an online virtual space and enables the online trainer to answer questions, take simulations, and receive answers instantaneously. Every trainee can view the trainers desktop and vice versa. Cost Savings and Convenience – Courses can be completed from home, the office, or wherever the Internet is accessible. There is no need to travel to a specific location to attend a training program. Less overhead cost for the company and the savings is passed on to the trainees. Shorter course schedules mean that projects don’t have to be put on hold while participants train (for corporations). Never Miss a Session – With online training, you can receive archived video recorded sessions to all enrollees and the streaming video recording links are posted on the Training blog after each session. Participants may view these sessions to review sessions post-class or make up a missed class as needed. Accesses to Video Recordings are available after the training end thus making it easy for you to review after training ends. Location Independent – You may join for an online instructor-led course from any part of the world without having to travel. Trainees can attend from USA, Canada, New Zealand, UK, Australia, India and many other countries around the world. Affordable – Classroom sessions are expensive. You pay for Hotel, Food, Travel plus Course Fees. All those overhead costs quickly add up to more than 5,000 dollars. Online training programs costs less and is a fraction of that cost of classroom training. Best Trainers – If you are taking a Classroom training, you are restricted to take the training from the best instructors available in that area only. This is Not the case in Online training setup. We hire and work with Best trainers throughout the world with the power of internet. Career Focused –The online IT training courses match the tasks, assignments or projects you perform for employers on the job guaranteeing that the new skills you gain after training are immediately relevant to your career or employer. Shorter Sessions – By providing shorter session duration and then providing assignments, gives the trainees time to understand the concepts and practice from the assignments and be prepared for the next session. Online training sessions are each 2-3 hrs long and only cover 10hrs per week. Classes are scheduled 2-3 days apart giving you time to practice.

Who are the Instructors and what are their qualifications?

Will i be working on a project, what are the payment options.

For USD payment, trainee can pay by Paypal and Bank of America Bank payments from anywhere in USA Money orders International Wire transfer ACH transfers Chase Quickpay Bank of America transfers Wells Fargo Surepay Credit Card Debit Card Net Banking Note:

Instalment option is also available We accept credit card, debit card and net banking for all leading banks

What are the timings of the training?

Weekday evenings Mon-Fri – start time at 7 or 7:30pm CST with each session 2-3 hrs. Weekend batch timings are Sat-Sun with start times of 8am, 4pm, 7pm CST with each session 3-4hrs

How can I request for Support Session?

What if i miss a class, how will i get the recorded sessions, can i get the recorded sessions of a class from some other batches before attending a next live session, what if i am not satisfied with the classes, can i cancel my enrollment do i get refund.

Refund and Rescheduling Policy – https://www.zarantech.com/Refund-policy/ Terms of Service – https://www.zarantech.com/terms-of-use/

How will I get my course completion certificate from ZaranTech?

How soon after i enroll would get access to the training program and content, how will i do my practicals, how do you help in certification, do you provide placements as well.

We are training and certification company company and after training provide Certification guidance, Resume and Interview preparation assistance. We also work with many sister consulting firms in USA who help in provide placements. See the videos below to learn more,

ZaranTech – Interview preparation Assistance –  https://goo.gl/w3qcyP

ZaranTech – Resume-Preparation-Assistance –  https://goo.gl/8gWz9O

How can I complete the course in a shorter duration?

Where are you located, generic placement faqs, what do you provide after training completion.

Resume Assistance – We help you with preparing a very good and presentable Resume using your past experience and the Real project based Case studies. We also help you how to represent your resume and answer project based questions, module based technical questions, and behavioral questions. After you are done with this process, you will be very confident with representing you resume Interview preparation Assistance – We provide you mock interview videos, Interview faqs and project based documents. We then guide you step by step to take an interview and clear it Certification Assistance – We provide you with Certification dumps from past certifications, and a step-by-step guide and resources to appear for the Certification After all these are completed, we work with you and the 50+ sister consulting companies we are aligned with to get you a job interview.

How many consulting companies will work for me after completing the training?

Because of above-mentioned reasons, it is always better to work with one staffing company at one time.

Once you have completed your training we will assign a staffing company for your assistance.Escalate to us immediately, If you feel the assigned Sister consulting company is not doing justice. Then, we will assign another Sister consulting company with in 24 hours.

Do you provide placements as well?

Video Explanation – Resume preparation Assistance – https://drive.google.com/open?id=0B54DtdFoJjynNkJJT2hvVHZwZlk Video Explanation – Interview preparation Assistance – https://drive.google.com/open?id=0B54DtdFoJjynUnA5NGg3MHVZbGs

I am only looking for placement because I have already taken the training before from others?

Could you help me for proxy interview, how do you guys help in resume preparation, i would be interested to get marketed only in few locations, how soon can placements happen.

Sooner you are prepared, better for both parties. We will give you deadlines to accomplish goals and our placement team will actively work with you from there-on. Placements can be quick considering the job market situation.

What is the JOB GUARANTEE?

The idea is very simple – Get better at concepts and with our resume and interview assistance, clear an interview and get a job. There is no shortcut then this.

How is the job market and pay?

With Regards to Pay, It all depends on client, location, job market and number of Layers involved in your payroll. The pay might vary from $50-55k per annum for BA and $60-65K for Java/Informatics/Hadoop/Salesforce/SAP Consultant. But if we get a better rate, we surely pay better too. Our Idea is to get you started on a job. We advise you take up the first job offered, wet your feet, get some experience and then can demand whatever rate later.

It is quite a challenge for us to get First Project for you, hence we suggest you focus towards working hard and aiming for the first project instead of worrying about the pay.

Why the pay is less?

What if you are not able to provide placement do you refund the course fees.

We work with 50+ Sister consulting companies. Escalate to us immediately, If you feel the assigned Sister consulting company is not doing justice. Then, we will assign another Sister consulting company in 24 hours. You will always have an opportunity to work with another sister consulting company, if you don’t like them regarding resume marketing.

Here we don’t ignore you after the training. If you are interested, we will guide how to get more interview calls by marketing yourself. Whoever uploads the resume in job portals will not get interview calls for everyone. It is an art to get attracted by recruiters and get more interview calls. We will help you to get that skills. Well it’s always a give and take. We do our best to get interviews and you must work towards it. In job market there are huge requirements for various positions/job-roles, but we need to send candidates who are thoroughly prepared to face the interviews.

Try to be flexible regarding location and salary rates at least for first project. So that you can expect good number of interviews early.

I have experience. Can you help me with placement only? Is enrolling/registering to your training mandatory?

I have genuine experience. i want to take your training but i don’t want you to fake my resume., do you charge for “after the training” process.

Video Explanation – Interview preparation Assistance – https://drive.google.com/open?id=0B54DtdFoJjynUnA5NGg3MHVZbGs

Do you place TN (Mexican & Canadians) Visa Holders?

Will you do h1b transfer, how many layers/sub-vendors will be there if i get placed, will i get on the job support, how much do you charge for h1b filing, i have six years of experience in india and three years of experience in usa. my work experience, which i had in india, would be considered in usa, how soon can you help for placement, can i pay after placement if no why.

However you may approach several other institutes online that offer this option, if you are looking for one. We would be more than happy to help you If you need a quality training.

Why don’t you sign contract from me now and charge for the training once we get the job?

How successful are you in placements, have experience can you help me with placement only why is training mandatory, how many direct clients do you have, may i know your sister concern company names.

If you looking for SAP IBP courses, Zaran tech is a good choice ……….especially my trainer is the best, he makes sure in every section that if we have any queries or any confusion so.

Description

SAP IBP stands for Integrated Business Planning. SAP IBP is a cloud-based integrated business planning SAP module that helps in real-time, integrated supply chain planning. SAP IBP Training emphasis on how to produce all functions related to Product sales, demand, inventory, supply, and responses. This training is mainly focused on maintaining your supply chain by staying compliant with Advanced Analytics and Interactive Simulation in a better way. This training delivers a new paradigm of user experience and efficiency, leveraging real-time dashboards, advanced predictive analytics, interactive simulation, and embedded social collaboration.

Job Outlook

After the completion of this course, Trainee will:

1. Outlining the SAP Integrated Business Planning Solution Strategy 2. The Architecture of SAP Integrated Business Planning Powered by HANA 3. Modelling a Business Process Using SAP Integrated Business Planning 4. Identifying Data Import Options 5. Importing Data Using the SAP Integrated Business Planning Web UI 6. Understanding CPI -DS Interface for time series extraction and CPI-DS Extractions from ECC tables

Prerequisites

SAP IBP is one of the most sought for skills in the IT market today. It is recommended that the trainee should have the following prerequisites to take SAP IBP Training: 1. Basic knowledge of Supply Chain Management 2. Basic Knowledge of SAP Chain Planning Solutions 3. Able to understand SAP Advanced Planning & Optimization APO

Who should attend this Training?

This is one of the most valued and respected professional requirements for professionals who want to focus on maintaining the supply chain by staying compliant with Advanced Analytics and Interactive Simulation in a better way. SAP IBP training course is aimed at the following audiences:

1. Application Consultants 2. Project Team Members 3. Power/Key Users

Prepare for Certification!

Our training and certification program gives you a solid understanding of the key topics covered in the SAP IBP Training. In addition to boosting your income potential, getting certified in SAP IBP demonstrates your knowledge of the skills necessary to be an effective SAP IBP Consultant Skill. The certification validates your ability to produce reliable, high-quality results with increased efficiency and consistency.

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Introduction to SAP Integrated Business Planning for Demand

After completing this lesson, you will be able to:

• Explain Demand Planning challenges using SAP IBP for Demand

In this unit, we will bring you through the main steps of the Demand Planning process in SAP Integrated Business Planning for demand as well as the process of consolidating and validating the global demand that would typically be done in SAP IBP for sales and operations.

SAP IBP contains a world-class demand management solution, combining both Statistical Forecasting and best of breed Demand Sensing algorithms via SAP IBP for demand as explained in the figure.

Such a solution can help to resolve the following types of business challenges: high market volatility, increasing variation in demand, and identifying increasing and decreasing customer demand.

Demand forecasting needs to consider volatile factors in the future. Such changes could be changes in customer demand, changes in supply, promotions, product introductions and discontinuations. It has to predict short-, mid-, and long-term requirements.

SAP IBP for demand consists of traditional demand planning (mid— and/or long-term) and demand sensing (short-term forecasting).

Mid- or long-term forecasting helps you to cope with the uncertainty of the future, relying on historical data and on the analysis of trends. Demand Sensing makes these mid- or long-term results more accurate in the short-term horizon.

Demand Sensing is closer to execution. It is specific, disaggregated, and immediate.

Think about the different perspectives and statements. What would you expect? Can you identify with some of the statements? SAP IBP for demand addresses your concerns with all functionality studied previously.

Log in to track your progress & complete quizzes

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Description

Master the skills to drive changes in the supply chain with the SAP IBP Training course | Plan the future in supply chain prudently with Supply chain analytics, Charts and Dashboards, Inventory Optimization, and much more | Learn from the best instructors with more than 15 years of experience in the arena | Complete assignments and projects to add practical knowledge to your skillset | Become the SAP professional with expertise in maintaining the business continuity with the SAP IBP solution | Avail of the placement support to start a career in this much-in-demand line

SAP IBP Training: Study for certification ✔️ Get 44-hours of live online session ✔️ Experienced Trainers ✔️ 100% Job Support in 1000+ Top Companies. Join now

Key Features

5 in 1 course.

• Exam Assistance
• 100% Practical Training
• Ranked Amongst Top 3 SAP Courses
• Mobile App Access to E-Learning Portal
• 100% Money-back Guarantee*
• 100% Job Support

About This Course

Sap integrated business planning (ibp) training.

SAP IBP (Integrated Business Planning) is a cloud-based planning solution on SAP HANA. Sales, Demand, and inventory operations are unified to get a new user experience and an analytical Dashboard. End-to-end supply chain visibility is one of the main advantages of using the SAP IBP business solution. The long list of benefits and a promising future make the SAP IBP, one of the most desired skills in the SAP domain. Kodak Consulting’s SAP IBP Training course encapsulates an elaborate curriculum that enables the learners to gain knowledge and build expertise in the subject. Training on soft skills and placement drives helps the learners explore the best opportunities available for an SAP IBP professional. This course includes concepts like multistage inventory optimization, Demand planning, and supply planning among others.

• Access Training
• Certification
• Assignments

Learning Outcomes

• Enhance the performance of your supply chain with Supply Network Collaboration.
• Use the ETL Tasks to move data for a smooth Data Service operation.
• Comprehend the best practices to use UOM conversion in Demand and Supply Planning.
• Know more about the features of configuration like Planning Area, and Data loading and the steps involved in configuring the supply planning process.
• Learn to create Demand plans with forecast analytics and demand signals.
• Create Analytic charts to display the data.
• Optimize the Inventory with fewer capitals and maintain a saleable inventory.
• Make quick decisions by running simulations with what-is analysis.
• Learn to use the features in the EPM Formatting sheet and work on it to make Data look eye-catching, and professional.
• Work on the most relevant concepts to gain exposure to the subject.
• Start your career in the SAP domain with 100% placement support from our experts, and clear the SAP Certification exam on the first attempt with expert guidance and aid.

Recent Reviews

4.8 average rating based on 1092 rating

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Kallauri teja, video testimonial.

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Course includes:.

• Price: $ 2499
• Enrolled: 2625 students
• Language: English
• Certificate: Yes

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The Integrated Business Planning Experience

SAP Integrated Business Planning for Supply Chain solution practitioners and thought leaders from business and industry who have been there and done it come together to share insights and advice on all things SAP IBP.

This podcast series is one with a difference: Host, Jonathan Fogarty, and Mark Golley, an IBP thought leader as his trusty sidekick, address a series of not so trivial topics in a desire to share experiences and know-how for those IBP process owners, leaders, solution architects, practitioners, and everyday IBP users who are about to embark on an IBP transformation program, or are already on one. The series is supposed to be a bit of fun, with IBP thought leaders, practitioners, and colleagues from around the world basically having a chat, and is designed in a light-hearted way to pass on learnings and offer insights and guidance on all things SAP IBP.

• All Episodes

Bega: Cheese, Milk and Vegemite with SAP IBP

Gavin from Bega walks us through the innovative approach and continued investment in SAP IBP which has enabled a winning edge in the highly competitive dairy industry – a very insightful story of a well-planned transformation.

Managing the growth of Ego Pharmaceuticals using SAP IBP Best Practices

In this episode, David Booker shares Ego Pharmaceutical’s planning transformation journey, the challenges faced along the way, and an unusual but effective technique to drive adoption and plan for “the success you want to have”.

T&G: a different apple success story

Using SAP IBP, T&G has radically transformed its planning operations. A sharp focus on Value-Chain and purpose driven organizational design has placed T&G in a unique position to deliver an IBP program that unlocks business value.

Nuclear Science and SAP IBP

In this episode ANSTO will share how SAP IBP has changed the way they service the customer resulting in better business outcomes for the wellbeing of Australians and placing ANSTO as the forefront of Nuclear Medicine globally.

Sharing the last piece of pie

A different kind of episode for the season wrap up: Today Mark Golley will be the host and Jonathan Fogarty, new to the world of IBP, will be the guest sharing learnings and insights gained hosting the podcast series.

IBP enabling IBP

SAP Integrated Business Planning support the IBP and ITP Processes. Hear our guests discuss how organizations can leverage the power and capability of the solution at various stage of the maturity curve.

Oops, I did it again...

In this episode you will hear about the powerful SAP IBP what-if capabilities. Using real life examples Mark Golley explains how SAP IBP’s scenarios and versions can be leveraged to greatly enhance end-user’s planning experience.

If it feels right – it generally is

In this episode Jonathan Fogarty is welcoming great SAP IBP practitioners from Cargill, Nature’s Way and Lion Pty. Together they will talk in a round-table format about the importance of trusting what feels right for the business.

Curiosity and the onion

Investing in people skills and their abilities is key to a successful SAP IBP deployment. Mark Golley explains how focusing on people development leads to engagement, curiosity, appetite for innovation and team success.

Chocolates and Unicorns

The challenging world of project delivery: Mark Golley and Adrian Goffin from Accenture tell the story of managing bumpy projects and share how they overcame challenges in the Lion SAP IBP Project, focusing on key business outcomes.

Creating value and early wins

In this episode we hear about business ownership of changes and how creating value and early wins are key to fostering engagement and securing adoption. Mark Golley explains why it is important to set up small milestones as steppingstones to the end goal.

Excel - the world’s most used planning tool - but is there something better?

Excel is the world’s most used planning tool. In this episode you will hear Mark Golley, Matt McCall and Patrick Weber discuss the benefits and limitations of using the familiar Excel UI and explore what the next generation of user interface for planning.

The KISS principle - remember it is all about you

Bridging the gap between technical and functional: in this episode Jonathan Fogarty and his guests discuss why keeping language, process and setup of SAP IBP simple is so important to end-user adoption and business outcomes.

Demand isn’t a game of chance

In this episode, Mark Golley and Benny Christensen will give us a customer view on how SAP IBP Demand Planning can help organizations in periods of disruptions or in periods of business transformation, and how Demand Sensing goes the extra mile.

IBP doesn’t stand for Intimidating Blackbox Problems

Let's talk business: SAP IBP can be the opposite of intimidating when project teams are talking in plain language about how its capabilities can support better business outcomes.

Strategic IP Planning Course: Transform Your Business Strategy by Harnessing the Power of Intellectual Property (March 18-21, 2024)

Dublin, IRELAND

Dublin, Nov. 02, 2023 (GLOBE NEWSWIRE) -- The "Strategic IP (Intellectual Property) Planning Training Course" conference has been added to ResearchAndMarkets.com's offering.

It is widely considered that intangible assets account for up to 80 per cent of the value of most businesses, making it vital for companies to align their IP strategy with their business strategy. For some, the IP strategy will drive the business agenda. However, for most businesses that have grown organically, it is essential that a strategic IP plan is developed and implemented in order to protect the company's assets as well as maximising value from these assets. Whether you have no strategy currently in place or you simply need to develop your current strategy and get management buy-in, this is the course for you.

This highly interactive seminar will provide you with the practical knowledge, skills and toolkit (DIPS) to enable you to put an IP strategy in place for your company. Starting with a matrix-based model linking innovation to value creation/capture and the role of IP therein, you will learn and apply a structured, step-by-step methodology to set up a strategic plan aligned with R&D and business goals. Case studies and real-life examples will be used throughout the course to help embed learning, alongside the opportunity for direct application to situations of your choice with coaching from our expert trainer.

Included within the seminar fee is access to an online self-assessment survey to help you benchmark your company's (or your client's) readiness regarding IP strategy, with access to the DIPS Online platform.

Attendees will have access to some materials prior to the seminar ( see documentation paragraph below ). Approximately two hours will be required to read through and prepare.

Documentation

• Pre-reading: contains all cases plus facts and data used during examples and teamwork assignments
• Theory book: contains all the models and frameworks learned during the seminar
• Practice book: contains all the practical information needed to apply the cases to the frameworks during the teamwork assignments
• Post-reading: contains all the speaker feedback provided after teamwork assignments, plus extra insights and guidelines to best apply the frameworks to your own environment

Please note: This event is taking place on the following Non-consecutive Days 18th March, 20th and 21st of March 2024.

Who Should Attend:

• IP managers/professionals (in-house and private practice)
• Non-IP professionals (R&D managers/directors and business managers)
• In-house lawyers

Key Topics Covered:

Introduction and ice-breaker

Strategic management concepts applied to IP

Challenges faced by companies

• Anonymized industry insights from 400+ IP professionals: When setting up strategic IP management for the first time
• Implementing the strategy
• Executing the strategy

IP strategy toolbox

• Learn the 'Matrix of IP Strategy Options'
• Link to IA management and innovation
• Apply to real-life cases during teamwork assignments
• Group discussion and feedback

Introduction to DIPS planning methodology

Insights from project management

DIPS planning methodology

• Business alignment
• Market positioning
• Gap/SWOT analysis and prioritisation
• The plan and roadmap
• ME business-IP alignment
• Innovation / R&D steering
• IP planning during cooperation

For more information about this conference visit https://www.researchandmarkets.com/r/thyq1o

About ResearchAndMarkets.com ResearchAndMarkets.com is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends.

Related Links

• Reviewing and Negotiating Technology Transfer and Licensing Agreements Training Course
• The Patent Administrator Training Course
• Drafting International Intellectual Property Agreements Training Course

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Chelyabinsk: from frontier town to industrial colossus

Chelyabinsk. "Sphere of Love," by Victor Mitroshin. Erected in 2000, this sculpture consists of four bronze trees surrounding two kissing figures under a dome of blue Italian glass. It has become the city's beloved calling card. July 13, 2003.

Chelyabinsk, located on the Miass River the southeastern Ural Mountains, is one of those largely ignored workhorses that form the backbone of Russian heavy industry. When the town’s relative obscurity was broken by a spectacular encounter with a meteorite in February 2013, it seemed that few outside observers knew much about this seventh-largest city in Russia. But Chelyabinsk has a varied architectural heritage that reflects profound social changes over the past century.

View of Chelyabinsk down the Miass River. Visible on far side are brick commercial buildings with Cathedral of Nativity of Christ (left) and Convent of the Hodegetria Icon of the Virgin (far right) - both demolished in the Soviet period. Late summer 1909.

Russian chemist and photographer Sergei Prokudin-Gorsky discovered some of the town’s architectural gems in Summer 1909, when he made his first trip to the Urals. The journey was part of an expansion of his project to photograph the diversity of the Russian Empire in the early 20thcentury. In May 1909, Emperor Nicholas II invited Prokudin-Gorsky to the imperial residence at Tsarskoe Selo to show his images of Russia through an elaborate projector. Following this presentation, the photographer gained the patronage of the imperial court to continue his travels, thus accelerating the pace and the scope of his work.

Frontier bulwark               

Chelyabinsk was founded in Autumn 1736 as part of a chain of forts constructed to protect supply lines from the granaries of western Siberia to the new Orenburg territory on Russia’s southern frontier. Cossack troops and settlers moved into the vast steppes roamed by Bashkir tribes, who responded with frequent attacks on Russian supply routes and outposts. By 1739, the Chelyabinsk fort had a population over 1,000.

Chelyabinsk. Late 19th-century brick commercial buildings on Kirov (formerly Ufa) Street. July 13, 2003.

Situated in a region rich in metals and foundry towns such as Kasli , Chelyabinsk remained a local market town for over a century. Its placid existence was broken by the settlement’s capture for two months in 1774 during a widespread, prolonged rebellion of serfs, Cossacks and Bashkirs led by Emelyan Pugachev.

Church of St. Alexander Nevsky, southeast view. Built in 1907-11 to a design by the prominent architect Alexander Pomerantsev. Closed in 1930, converted to planetarium. Restored in 1980s as concert hall. July 23, 2003.

The town’s growth advanced rapidly in the 1890s with the construction of the Trans-Siberian Railroad, which made Chelyabinsk a major junction in the southern Urals and a gateway to the east. Stimulated by agricultural reforms and promises of rich lands in Siberia, thousands of peasant families passed through resettlement centers in Chelyabinsk, where they received rudimentary care and supplies for the arduous trip to Siberia.

Alexander Kuznetsov Tea-Sorting Factory. Built in 1904, the Kuznetsov factory was among Russia's major tea processing facilities. By the time of Prokudin-Gorsky's visit it employed some 2,000 workers. July 12, 2003.

By 1897 the town had a diverse population of 20,000 inhabitants, including a Jewish community whose synagogue still functions. The pre-revolutionary decades witnessed the construction of numerous Orthodox churches, some of which have been restored in the post-Soviet period. Chelyabinsk also has several mosques.

Trinity Church, south view. Built in 1909-14, closed in 1929 and adapted to Regional History Museum. Returned to Orthodox Church in 1990, restored in 1993. July 23, 2003.

Commercial growth at the turn of the 20th century was boosted by agriculture and the construction of grain elevators. The transfer to Chelyabinsk of the main eastern customs point meant that the lucrative trade in Chinese tea was now processed in the town’s tea sorting plants. All of this was enabled by the railroad.

Chelyabinsk Synagogue. Built in 1903-05, the synagogue was closed in 1929 and converted to club for Chelyabinsk Tractor Factory. Returned to Jewish community in 1992 and restored in 1999-2000. July 12, 2003.

Revolution and industrialization

In the decade following Prokudin-Gorsky’s visit war, revolution and civil war took their toll, yet Chelyabinsk recovered and tripled its population by 1926. The launching of the Soviet Union’s first five-year economic plan in 1928 and the related collectivization of agriculture meant massive social upheaval. But for Chelyabinsk, the rapid march toward industrialization transformed its appearance and quadrupled its population in just over a decade.

Yalyshev department store, early 20th century. Its modernistic style exemplifies the rapid growth of Chelyabinsk before World War I. July 12, 2003.

A giant tractor factory was intended to launch Soviet agriculture into the machine age, and with the addition of a metallurgical plant, Chelyabinsk joined Magnitogorsk in producing steel and steel products. As a sign of the new age, administrative buildings and housing projects arose in a functional Soviet style.

State Bank Grain Elevator. Built in 1914-16 with advanced reinforced concrete technology as part of a national program for grain storage centers. Used until 1990s, then partially demolished. July 12, 2003.

With the outbreak of war on the Eastern front in June 1941, many military-industrial plants from the western Soviet Union were evacuated to Chelyabinsk, and local factories were reconfigured to produce weapons. The converted tractor factory produced tanks in such numbers that it became known as “Tankograd” (Tank City).      

 With the reconstruction of the country after the war, demand increased for Chelyabinsk steel and machinery. The region also became a center for research and production of atomic weapons.

View of Chelyabinsk up the Miass River from bridge at Ufa (now Kirov) Street. Photo: Sergey Prokudin-Gorsky. Late summer 1909.

This industrial, technological and military surge came at a price, as Chelyabinsk gained a reputation as one of the most polluted cities in the Soviet Union. In 1957, nuclear waste stored at the Mayak atomic facility located 45 miles northwest of Chelyabinsk exploded in one of the worst such catastrophes before Chernobyl.

View across Miass River toward Kirov (formerly Ufa) Street. July 13, 2003.

Post-Soviet renaissance

In the 1990s, Chelyabinsk and its heavy industry experienced severe financial challenges. With sardonic humor, locals noted that at least the air was easier to breath. The economic situation has now rebounded. The Chelyabinsk Metal Plant — part of the global Mechel Company — and the city’s tractor factory once again employ thousands.

Naum Orlov Drama Theater. Begun in 1973 and opened in 1982, the new Chelyabinsk drama theater has entrances framed with Kasli cast-iron art. July 12, 2003.

The city’s many institutions of higher education — led by South Urals State University and Chelyabinsk State University ­— have contributed greatly to this recovery. Chelyabinsk is also the seat of both a metropolitanate and a bishopric of the Russian Orthodox Church. The bustling red brick town that Prokudin-Gorsky photographed from the Miass River has managed to reunite its cultural and spiritual heritage with contemporary development.                      

Monument to Chelyabinsk volunteers who joined the Urals Volunteer Tank Corps. Formed in 1943, the tank troops fought their way from Oryol to Berlin. Sculptor: Lev Golodnitsky. Unveiled in May 1975. July 13, 2003.

In the early 20th century the Russian photographer Sergei Prokudin-Gorsky devised a complex process for color photography. Between 1903 and 1916 he traveled through the Russian Empire and took over 2,000 photographs with the process, which involved three exposures on a glass plate. In August 1918, he left Russia and ultimately resettled in France with a large part of his collection of glass negatives. After his death in Paris in September 1944, his heirs sold the collection to the Library of Congress. In the early 21st century the Library digitized the Prokudin-Gorsky Collection and made it freely available to the global public. A number of Russian websites now have versions of the collection. In 1986 the architectural historian and photographer William Brumfield organized the first exhibit of Prokudin-Gorsky photographs at the Library of Congress. Over a period of work in Russia beginning in 1970, Brumfield has photographed most of the sites visited by Prokudin-Gorsky. This series of articles will juxtapose Prokudin-Gorsky’s views of architectural monuments with photographs taken by Brumfield decades later.

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