CHAPTER SEVEN
PLAN OPERATIONS
Sales Forecasts, Resource Capacity, and Dynamic Budgets
A COMPANY’S SPENDING on the strategic initiatives and process improvements discussed in Chapters 4 and 6 is essential for effective strategy implementation. But the spending on initiatives, projects, and process improvements typically accounts for only 10 percent or less of overall corporate spending. The remaining 90-plus percent enables the company to produce and deliver products and services to customers and to perform corporate support functions. In this chapter, we present an integrated approach for linking the strategic plan to forecasts for spending on operating and capital resources. This process (described in the second row of Figure 6-2 in Chapter ...
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