What's Your Company's IBP Quotient™?
The IBP Quotient™ measures your company's ability to make decisions, establish policies, manage processes, and deploy technology to maximize strategic and financial performance.
In 10-15 minutes, you can determine your IBP Quotient™ by completing the entire questionnaire. Once the questionnaire is completed, River Logic will determine your company's Integrated Business Planning Quotient by benchmarking your company's performance in a variety of categories:
• how decisions and policies are established
• the quality and agility of business processes
• the usage and adoption of planning and decision-support technology.
You'll receive your score on the final page of the questionnaire. In addition, River Logic will send you a thoughtful assessment of opportunities and offer recommendations on how you can enhance your current planning processes.
Begin the IBP Quotient­­­™ Questionnaire starting below:
Company Name
Contact Name
Email
Phone
Title
Industry
Your Functional Area
Please describe your involvement in the following integrated business planning processes:
S&OP	None Somewhat Active contributor Process owner / decision maker
Product mix / portfolio optimization	None Somewhat Active contributor Process owner / decision maker
Customer profitability optimization	None Somewhat Active contributor Process owner / decision maker
Capital allocation decisions	None Somewhat Active contributor Process owner / decision maker
Strategic Network design	None Somewhat Active contributor Process owner / decision maker
Financial planning & Budgeting	None Somewhat Active contributor Process owner / decision maker
Inventory strategy & planning	None Somewhat Active contributor Process owner / decision maker
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Please select the most appropriate description of your firm's current capibilities in the following areas.
STRATEGIC DECISIONS
Capital Expenditure Allocation
	Evaluation of investments largely independent of each other and using primarily financial modeling
	Evaluation of investments largely independent of each other, modeling impact on business processes
	Evaluation of investments as a portfolio and considering business impact, but without the ability to optimize over time periods for highest ROI
	Dynamic optimization of capital allocations to maximize ROI considering impact of business processes and inter-relationships across investments over time, dynamically optimize capital allocation to maximum ROI.
Budgeting & Resource Allocation
	Resources allocated once a year as part of regular budgeting and forecasting process
	Resources allocated on a periodic basis as part of a rolling planning process
	Resources allocated as part of a rolling planning process by modeling key drivers (e.g., units, customers) by financial implications
	Optimal, dynamic resource allocation based on holistic, division / enterprise-wide understanding of business impact (products, processes, customers, financials) across opportunities
Product Portfolio Strategy
	Product portfolio decisions made independently in each product line or business unit silos and using standard costing techniques to understand the P&L impact
	Product portfolio decisions made in business unit silos using profitaiblity modeling techniques to understand the P&L impact
	Product portfolio decisions made simultaneously across all business units using profitability modeling techniques to understand P&L impact
	Product portfolio decisions made across business units using profitability, business process / supply chain and financial modeling to optimize P&L and cash-flow impact over time
Customer and Channel Strategy
	Customer and channel strategy decisions made independently by business unit, region, and channel organizations using primarily revenue and price metrics
	Customer and channel strategy decisions made independently by business unit, region, and channel organizations using cost to serve and profitability modeling techniques to understand P&L impact
	Customer and channel strategy decisions made holistically across business units, regions, and channel organizations using cost to serve and profitability modeling techniques to understand P&L impact
	Customer and channel strategy decisions made holistically across business units, regions, and channel organizations with full understanding of cost to serve, profitability, cash flow and opportunity costs
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Please select the most appropriate description of your firm's current capibilities in the following areas.
BUSINESS POLICIES
Product Segmentation
	No formal product segmentation
	Product segmentation for inventory management based on quantity / cost of inventory (ABC classification)
	Product segmentation for inventory management and customer service based on sales and inventory
	Product segmentation based on sales volume, operations (how easy it is to make and deliver), and finance (cash flow and profitability)
Customer Segmentation
	No formal customer segmentation; uniform customer service policy across all customers
	Customer segmentation based on volume, revenue, and standard cost-based margins are used to drive customer service policy
	Customer segmentation based on volume, revenue, and standard cost-based margins are used to drive customer service and resourcing / pricing (e.g., trade promotions, discounts)
	Customer segmentation based on operational impact (volume, order quantities/frequency, shipments), sales volume, and finance (cost-to-serve margins) are used to drive service policy and all customer-related resourcing
Working Capital
	No formal working capital policy in place
	Working capital policy driven by inventory classification
	Working capital policy driven by service level requirements and inventory classification
	Working capital policy driven by Finance based on advanced product and customer segmentation
Discounts & Promotions
	Based on history and intuition
	Based on analysis of revenue and margin impact
	Informed by profitability modeling techniques (e.g., activity based modeling) and driven by ROI of discount or promotion
	Optimized to maximize ROI based on forward-looking product / customer profitability, and impact on upstream processes
Performance Evaluation: Course Correction Frequency
	Evaluation of plan vs. actuals occurs in business unit silos (sales regions, supply chain, etc.) without formal policy
	Evaluation of plan vs. actuals occurs as part of on-going planning and evaluation processes
	Evaluation of plan vs. actuals occurs as part of S&OP and rolling financial processes with the ability to receive daily performance alerts
	Planning is based on product / customer segmentation (e.g., monthly, weekly, daily) and integrated across business functions with daily performance alerts
Risk Management
	No formal risk management / scenario analysis
	Risk management primarily focused on customer service and inventory requirements
	Risk management focused on both demand and supply
	Comprehensive risk management that includes integrated "What-Ifs" and scenario analysis considering demand, supply and financial risks
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Please select the most appropriate description of your firm's current capibilities in the following areas.
BUSINESS PLANNING PROCESSES
Sales & Operations Planning (S&OP)
	No formal S&OP process
	S&OP process focused on balancing supply and demand
	S&OP process focused on balancing supply and demand at minimum cost; provides executive scenario analysis
	IBP process tailored to product segementation with multiple planning frequencies (daily, weekly, monthly); balancing demand and supply based on maximum profit AND cash flow; provides executive scenario and risk analysis
Financial Planning, Budgeting & Forecasting
	Annual process focused on financials only
	Rolling monthly budgeting process focused on financials only
	Driver-based financial planning using output of S&OP process as input into the plan
	Financial planning integrated with S&OP using financial targets as inputs and automatically translating S&OP outputs into P&L, Balance Sheet and Cash Flow targets and forecasts
Cash to Cash and Inventory Planning
	Inventory planning based on simple re-order techniques; C2C primarily an output of inventory plan and sales forecasts
	Inventory planning driven by "ABC" product classification based on quantity and cost of inventory; C2C estimated based on inventory and sales forecasts
	Multi-echelon inventory planning based on minimum overall cost; C2C developed as output of inventory plan plus product and customer sales forecasts
	C2C a key input into product, customer and discount / trade promotion strategies; Inventory planning optimized to cash flow and profitability
Process Agility & Course Correction
	Course correction only at tactical level
	Course correction possible only during formal planning cycles
	Course-correction as-needed but requires significant effort to structure and evaluate scenarios and adopt new plans
	Dynamic understanding of performance and ability to make changes to plan
Cross Functional Process Collaboration
	No formal collaboration; information flows are always sequential
	Tactical collaboration between Sales and Operations on S&OP; other processes largely isolated to process owner(s)
	All relevant functions collaborate in planning processes at the tactical level
	All relevant functions collaborate in planning processes at the tactical AND MANAGERIAL or strategic levels
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Please select the most appropriate description of your firm's current capibilities in the following areas.
ENABLING TECHNOLOGY
S&OP Technology
	Spreadsheet-based, unconstrained demand and supply planning
	Constrained demand and supply planning
	Ability to balance demand and supply plan to minimum cost
	Ability to balance demand and supply plan to maximum profitability and cash flow; ability to consider strategic "what-if" scenarios
Strategic Decision Support
	Strategic decisions modeled primarily on spreadsheets
	Spreadsheets enhanced by BI (OLAP-based) data modeling
	Specialized tools (e.g., network design, inventory strategy) complement BI and spreadsheets
	Single modeling platform combines constraint (process) and financial modeling working off same data set to drive most strategic decisions
Profitability Modeling
	Spreadsheet or ERP-based product and customer profitability modeling based on standard costing
	Backward-looking product and customer profitability based on Activity-Based Costing
	Forward-looking product and customer profitability based on Activity-Based Modeling
	Forward-looking product and customer profitability based on simultaneous Activity-Based and constraint modeling
Scenario Analysis
	Spreadsheet based scenario analysis conducted ad-hoc in each department or function
	Scenario analysis supported by planning systems but limited to simple parameter changes
	Scenario analysis supported by robust querying and visualization capabilities but not connected to planning and modeling applications
	Scenario analysis supports robust querying and visualization and is fully integrated with functional planning and modeling applications
Agility
	Time required to convert S&OP Plan to Financial Plan is > 3 Weeks or more
	Time required to convert S&OP Plan to Financial Plan is > 2 Weeks or more
	Time required to convert S&OP Plan to Financial Plan is > 1 Week or more
	Time required to convert S&OP Plan to Financial Plan is < 1 Day. Financial Plan includes full P&L, Cash Flow and Balance Sheet
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Please enter values in round, whole numbers. For percentages, please enter a number between one and one-hundred.
Performance			Has this improved in the last 2 years? Yes / No
ROE (Return on Equity)						Yes	No
Income / Employee						Yes	No
Inventory Turns						Yes	No
RONA (Return on Net Assets)						Yes	No
Gross margin %						Yes	No
Operating margin						Yes	No
Net Profit Margin						Yes	No
Cash to cash cycle time (days)						Yes	No
Customer Service level %						Yes	No
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