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New blueprints could change the market for
operational performance planning
For years, manufacturers have struggled to achieve integrated operational and financial planning – struggled mostly because they use spreadsheets to create operational plans. When individual departments create their own, each uses its own set of business assumptions and market perspectives. For example, Sales may develop its revenue forecast based on the current pipeline; finance creates an operating plan based on current-year budgets; Marketing creates trade promotion forecasts based on its demand-shaping activities; and Manufacturing bases its plans on asset utilization targets or the supply outlook.
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