Improving the Integrated Business Planning Process in the Agricultural Company

Over the past five years (2018-2023), serious economic, political and environmental shocks have been observed all over the world. The Russian market is currently undergoing changes in many industries. Some companies, especially small and medium-sized businesses, go bankrupt, and many foreign companies leave. Others, on the contrary, see a time of opportunities for growth and acquire other companies. It is the second type of behavior of companies in today's realities that will be discussed further. The main purpose of M&A deals is to increase the company's profits by obtaining a synergistic effect. One of the key drivers of the synergistic effect is the optimization of supply chain management, including end-to-end supply chain planning, therefore, in order to maximize profits, it is important to correctly diagnose and form a target supply chain model of the company, which justifies the relevance of this work. The object of the study is the integrated planning function in the merged Company X, and the subject is the improvement and reorganization of the integrated supply chain planning process during the takeover of Company Y by Company X. The problem of this work is the need to build targeted integrated planning processes after the takeover of Company Y by Company X. The purpose of the study is to develop recommendations for improving the integrated planning processes of two companies X and Y. The objectives of the study are as follows: 1. To analyze the economic activity and financial condition of Company X and Company Y; 2. Analyze the external environment of these companies; 3. Consider the logistics activities of companies X and Y; 4. To study the theoretical foundations of integrated planning and methods of its implementation in the company; 5. Identify the shortcomings of existing theoretical approaches; 6. Develop a reference model of integrated planning processes and a maturity model; 7. To diagnose the integrated planning processes of companies X and Y based on the maturity model; 8. Develop recommendations for the reorganization of the integrated planning processes of two companies into one single process; 9. To make recommendations on changing the organizational structure of the integrated planning management; 10. To propose functional requirements for the information support of the integrated planning process; 11. Conduct a high-level analysis of the information systems market for supply chain planning; 12. Evaluate the economic effectiveness of the proposed recommendations. The concepts of sales and operations planning, integrated planning have been known since the twentieth century and have been worked out by many authors. The study of literary sources revealed shortcomings, the key of which is the lack of a detailed reference model of integrated planning processes. During the research, the following methods and tools were used: the Porter's 5 Forces tool, analysis of financial and logistical key performance indicators, business process modeling, and Dupont's strategic profit model. This paper proposes a reference model of integrated planning processes for a manufacturing company, as well as an approach to assessing the maturity of processes. The process reference model can be applied to any other manufacturing company, the process maturity assessment model is even more versatile and can be used in any industry. The study has three chapters. The first one reveals the results of an analysis of the economic activities of companies X and Y. Chapter 2 describes the theoretical and applied aspects of integrated business planning, the specifics of integrating companies after mergers and acquisitions, as well as the use of modern technologies for integrated planning. Chapter 3 is devoted to recommendations for improving the integrated planning process, as well as evaluating the economic effectiveness of the proposed initiatives.