PepsiCo’s transition to integrated business planning (IBP) seems rather convenient and beneficial for advancing financial integration and other crucial aspects that contribute to achieving strategic goals. As the company has united its departments, the shared data regarding delivery, manufacturing, and sales is now easily accessed and can be used to adjust the IBP to cater to the organization’s needs (Britt, 2020). Besides, financial integration is beneficial for the brand, considering that it directly integrates into the product, supply operations, and delivery, along with correlating the process with suitable KPIs.
Strategic initiatives are bound to have such a success due to the company’s thorough planning of achieving sustainability, which includes six phases precisely. It seems that such an approach allows the brand to control the operations of all the departments that focus on reaching the standards for each stage of the initiative (Britt, 2020). In fact, PepsiCo has managed to achieve an efficient method of alternative simulation and modeling by uniting the database and analyzing the data regarding the customers’ needs and the company’s KPIs (Britt, 2020). In other words, the separate investigation for the need for adjustments might seem complicated and unreasonable, so this step to employ IBP in the operational structure appears to be successful.
Furthermore, such transparency with the organization’s brand helps achieve success for every PepsiCo branch, considering that every department is focused on achieving strategic goals. However, it still is questionable whether the amount of time spent to control every company that PepsiCo collaborates with is worth the earnings. Besides, it seems better to reduce the overcomplication of the IBP in this case by uniting the branches and simply expanding the product variety that PepsiCo offers to its customers.
Reference
Britt, H. (2020). How the PepsiCo supply chain uses cooperation, integration, and innovation to streamline operations. Thomas. Web.