Managing the growth of Ego Pharmaceuticals using SAP IBP Best Practices

Our second season ends with a star of the SAP IBP world, Anna Linden, Global Head of Supply Chain Planning Solution Management at SAP; Anna has a wonderful ability to synthesize what she is hearing, seeing, researching in relation to E2E Supply Chain planning and apply it to current or future IBP roadmaps... Join us to hear about the future of SAP IBP as we wrap up the integrated business planning experience podcast series.

As early adopters of SAP IBP, Bega, one of Australia's largest Dairy / Agriculture businesses, has demonstrated how a planned and systematic approach can be the best approach for them (and others). Outstanding and continuous leadership combined with advanced executive understanding has turned what is of term a pressure filled, chaotic time into a focused, targeted and business led purposeful deployment. The uniqueness of Bega's chosen pathway is highlighted in the value that they place on the Planning Excellence team in providing a beacon for the business in terms of driving compliance, process adherence but also a culture of continuous improvement.

Ego Pharmaceutical’s rapid growth over 70 years has meant that they needed to expand to a tool that could help improve Supply Chain visibility and supports the businesses ambition. SAP IBP is that tool. By creating a learning environment and a process focus, Ego’s ambition is becoming a reality. Hear David Booker share how EGO’s transformation was facilitated by change management and a strong emphasis on Best Practice adoption.

T&G, a New Zealand success story in the Agriculture Industry has embarked on an ambitious IBP program to have data and analytics at their fingertips to ensure that good process, governance, and decisions are made. In this episode Angus Wall shares how T&G is using SAP IBP to drastically reduce the length of planning cycles and how IBP’s simulation capabilities have helped the business deal with the impact of catastrophic weather events.

ANSTO is much more than just Australia’s Nuclear Science organization, it plays a vital role in day-to-day enablement of Australians’ health goals. ANSTO has embarked on the SAP IBP journey to not only be responsible in using taxpayer dollars, but in delivering value and services back to the nation through insights, customer centricity and analytics at their fingertips.

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.

It’s all about the process: IBP and ITP processes are at the center of this final episode. Adam and Mark discuss how some customers are leveraging SAP IBP’s capabilities to help them progress on their process maturity journey; Other customers already have a mature IBP process in place and the right people engaged but still need to embed ownership and governance to secure process adherence and resilience.

When Lion first built SAP IBP and started to build the teams’ capability, the most common question asked was “where is the undo button?”… With everything MS Office related there is an undo button but in the context of the SAP IBP excel add-in, once the save button is pushed, there is no undo… or is there? Mark Golley tells us how Lion leveraged SAP IBP simulations, scenarios, and versions combined with permission filters to safeguard end user activities and goes on to highlight how scenario and versions have enabled powerful what-if planning simulations in SAP IBP.

Integrated Business Planning is a journey. Our guests Angela Olson (Cargill), Dustin Demmin (Nature’s way) and Mark Golley (Lion Pty) explain why organizations should ensure their IBP investment is not limited to a project "set of forget" delivery, but instead should ensure their solution keeps adjusting to the way business operations adapt to the market. As sponsors, key process owners and architects, we can all recognize and influence accordingly where it feels right for the business and where we see value can be gained from implementing new IBP functionality or enhancing IBP models and processes.

Mark Golley shares the view that business problems are best solved by business people; every team member has its own motivation and drivers: successful team leadership hinges on understanding these interests and aspirations and articulating the change value proposition through the prism of the team member’s own values, which triggers curiosity and engagement.