Sales and Operations Planning (S&OP) is used as a tactical business process to balanceorganisations’ demand and supply. This is done through long-term planning of manufacturing and sales in comparison to the forecasted demand and resource capacity planning. S&OP link the corporate strategic plan to the day-to-day operation plans. Based on S&OP, a more advanced and mature model named Integrated Business Planning (IBP) has been developed. IBP have a stronger consideration of the financial perspectives of the outcomes in the processand increases the collaboration of the end-to-end supply chain. The case company; Nouryon, transitioned from S&OP processes to IBP in 2019. However, the organisation’s implemented model was unsatisfactorily received, therefore an initiative to redeploy and improve the Integrated Business Planning processes started. The purpose of this research is to analyse how the organisation’s IBP processes can be improved, by structuring and developing standardized processes. The Master Thesis project was conducted in collaboration with Business Planning managers and executives globally throughout the organisation. To achieve the purpose of the project, a literature review, interviews, observations, document collection and a questionnaire were executed at Nouryon’s Nordic Business Center. Nouryon’s Integrated Business Planning processes were mapped by collecting and analysing internal data.The current state was evaluated against the literature to identify any gaps from a theoretical perspective to fulfil the processes. The organisation’s current maturity level was evaluated by applying thematic content analysison the interviews, internal company document collection and outputs from the questionnaire. These were based on several research frameworks in S&OP maturity levels and Oliver Wight’s Class A Checklist for Business Excellence. Consequently, deriving improvements of how Nouryon could reach a higher maturity level. The results of the thesis project were presented and used in internal workshops together with global cross-functional teams. New and improved Integrated Business Planning processes were drafted in the workshop for the PMR meetings. The workshop for SMR is planned for a later date and will be conducted using a similar format. In conclusion, no theoretical standard framework for using IBP is available. Various literaturesources present theories on how organisations should form their processes, including a guideline on what topics should be covered in the IBP meetings. Nouryon can achieve a higher maturity level in its IBP processes, by addressing improvement suggestions related to the analysis of this project. Furthermore, the recommendations were collected, summarised, and categorised using an impact and effort matrix for efficient implementation.