In 2013, 80 percent of supply chain leaders had a material supply chain disruption. It was not just one. The average company had three. Yet, in a study that just completed, when asked about business pain, supply chain risk rates low. How come?
Within an organization, the words "demand planning" stir emotions. Usually, it is not a mild reaction. Instead, it's a series of emotions defined by wild extremes, including anger, despair, disillusionment or hopelessness. Seldom do we find a team excited about demand planning. Supply chain leaders want to improve it, but are not optimistic that they can make improvements.