An integrated setting for managing demand, supply and inventory involves working with people as much as with technology and information, says Todd Gallant of VF Corp. He explains how the Timberland division of VF is improving collaboration and communication among its associates up and down the supply chain.

Campbell Soup is expert at understanding buying patterns and demand signals for its traditional category, but as it expands into new categories with different types of products the company is having to adapt its forecasting methods. Allyson Hatfield, senior demand planner, discusses these challenges.

From defense to medical, nLIGHT makes very bright lasers that have applications across a swath of industries. Corporate master planner Arvind Arumbakkam discusses the value of S&OP in this high-tech, build-to-order environment.

When Fujitsu noticed diminishing returns in its ongoing efforts to improve forecast accuracy, it adopted a new strategy of product segmentation, changing inventory policies for difficult to forecast items. Barry Chapman of Fujitsu explains how this strategy was implemented and the benefits that the company is reaping.

The way most companies evaluate forecasting performance tells them the magnitude of their error, but does little to identify causes of the error or potential for improvement, says Michael Gilliland of SAS. Gilliland explains how the addition of a few simple analytic tools can provide fuller and more useful evaluations.

Providing medical implants for upper-body surgeries is a critical, time-sensitive business. Raymond Allen of Biomet Microfixations explains how his company forecasts and manages demand so as to never disappoint the patient.

Supporting the many different channels through which today's consumers shop for, purchase and return products presents tremendous challenges and opportunities for retailers, says Annibal Sodero, assistant professor at the Sam Walton College of Business, University of Arkansas.

Data-based predictive analysis that helps companies anticipate global catastrophes and model potential supply chain disruptions is playing an increasing role in risk management, says Perry Rotella, supply chain group executive at Verisk Analytics.

Chris Caplice, executive director of the MIT Center for Transportation and Logistics, discusses his research on identifying dominant designs in logistics and how these designs, in which companies are heavily invested, may be disrupted by emerging trends.