Forecasting & Demand Planning

The Cornerstone of a Demand-Driven Enterprise

February 20, 2009

Jane Barrett, research director, AMR Research

Sales and operations planning is the cornerstone of being demand-driven and a foundational process to propel growth strategies. As companies drive growth-growth in the innovation of new products, growth through expansion into new geographies, and growth in core markets-they must align functions through S&OP.

Aligning Business Goals with Supply Chain Strategies

February 20, 2009

Nari Viswanathan, vice president and principal analyst, Aberdeen Group

The S&OP process should be complemented by a strong root cause analysis and execution framework that ensures that the S&OP plan is continuously tracked with respect to the financial goals set forth by the company. In other words, the S&OP lifecycle should precede the financial reporting lifecycle of a company and should be in lock-step.

Inventory Optimization Is Just One Tool Among Many in Complex Supply Chains

February 19, 2009

Noha Tohamy, vice president of research at AMR Research

To make multi-echelon inventory optimization more impactful, it must take a more holistic approach that accounts for the implications of inventory decisions on total supply chain costs, for organizational realities and weaknesses in supporting functional areas.

Attaining The Next Maturity Level In Demand Management

February 19, 2009

Noha Tohamy, vice president of research at AMR Research

Traditional demand management approaches fail miserably in providing companies with an accurate depiction of predicted demand.

Strategies for Being Demand-Driven in a Globalized Economy

February 19, 2009

Nari Viswanathan, vice president and principal analyst, Aberdeen Group

Supply chain executives in the process industry sector are primarily concerned with being able to drive volumes in accordance with previously established plans, as well as with maximizing utilization of assets. Asset-intensive manufacturing operations are a key common theme across process industries.

Decreasing Costs Key in Times of Political, Economic Uncertainty

February 19, 2009

Erin Williams, analyst, APQC

Staying afloat during times of economic challenge may require companies to rethink the way they have traditionally conducted their businesses. Finding ways to standardize and streamline processes may be essential to reducing costs within the demand/supply chain planning functions.

There Are Seven Market Trends to Watch for in This Vertical in 2009

February 19, 2009

Lora Cecere, vice president, consumer products, AMR Research

If history is our guide, sales of food and beverage products will rise in the economic downturn. Food staples (cereal, bread, milk) along with convenience meals will gain volume as more families eat at home. It appears that 2009 is a time for food and beverage manufacturers to create big brands in big economies.

Will Pendulum Shift from Customer Service to Cost Reduction?

February 18, 2009

Nari Viswanathan, vice president and principal analyst, Aberdeen Group

The elongation of the supply chain on both ends of the spectrum has resulted in a phenomenon where companies are able to compete at a global level for customers. Companies that were previously handicapped by lack of channel partners, high levels of investment in advertising and marketing are able to leverage the internet and compete with their larger competitors. In other words, globalization has resulted in increased customer centricity.

Responsive Trade Promotion Management: Creating a Single Version of the Truth

February 18, 2009

Nari Viswanathan, vice president and principal analyst, Aberdeen Group

Aberdeen's research shows point-of-sale transaction data from retail locations is still a hurdle for 66 percent of manufacturers. The low levels of transaction data sharing cause increased complexities in tracking promotion effectiveness at the store or field level.

Delivering Value While Managing Risk in the A&D Supply Chain

February 18, 2009

Michael Burkett, vice president of A&D research, AMR Research

Aerospace and defense companies face an uncertain world in 2009 with a new presidential administration and a looming financial crisis. Supply chain professionals have a unique opportunity to deliver value to the business by bringing scale through an innovative and reliable partner network. Leaders will put the talent in place that can move beyond the traditional reactionary supply chain organization to one that helps achieve the goals of the business.