By Mark A. Moon
Offer chain execs: grasp pioneering ideas for integrating call for and provide, and create call for forecasts which are way more exact and necessary! In Demand and provide Integration, Dr. Mark Moon offers the explicit layout features of a world-class call for forecasting administration approach, displaying the right way to successfully combine call for forecasting inside of a accomplished call for and provide Integration (DSI) method. Writing for provide chain execs in any enterprise, govt enterprise, or army procurement association, Moon explains what DSI is, the way it differs from techniques reminiscent of SandOP, and the way to acknowledge the indicators of mess ups to sufficiently combine call for and provide. He outlines the most important features of profitable DSI implementations, indicates find out how to procedure call for Forecasting as a administration approach, and publications you thru realizing, determining, and utilising the simplest to be had qualitative and quantitative forecasting options. you are going to completely replicate marketplace intelligence on your forecasts; degree your forecasting functionality; enforce state of the art call for forecasting structures; deal with call for studies, and lots more and plenty extra. For large audiences of provide chain, logistics, and operations administration pros in any respect degrees, from analyst and supervisor to Director, vice chairman, and leader provide Chain Officer; and for researchers and graduate scholars within the box.
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Extra info for Demand and Supply Integration: The Key to World-Class Demand Forecasting
In the 16 years since that day in May, I’ve learned a lot. Tom and I worked with a lot more companies—34 companies in total—before his tragic and untimely death in 2010. I then joined forces with my colleague Paul Dittmann and others, and audited another eight companies, bringing the total to 42. Along with a variety of co-authors, I’ve written a lot of articles about forecasting, and joined forces with Tom Mentzer on a second edition of his well-known and well-respected forecasting textbook. I’ve also taught forecasting and demand planning to a lot of students—undergraduate and MBA students at the University of Tennessee, the Bordeaux Ecole de Management in Bordeaux, France; and working forecasters and demand planners at companies such as Union Pacific Railroad, Corning, Orbit Irrigation Products, BASF, 3M, and Honeywell.
Rather, it was because they were not doing a good job of translating their forecasts into good business decisions. Sales and marketing were not communicating well with their supply chain colleagues, and vice versa. In other words, I came to see that forecasting wasn’t the only thing that companies needed to work on. They also needed to work on those integrating processes that facilitate communication between the demand side of the firm (sales and marketing in a manufacturing context, and merchandising in a retailing context) and the supply side of the firm (the supply chain organization, or logistics, procurement, and operations).
All these pieces of information from all these different sources—the Demand Forecast, the Capacity Forecast, the Financial Goal, and Strategic Direction—must be considered to make the best possible decisions about what to do when demand and supply are not in balance. This simple example could be turned in the other direction. Suppose that the demand forecast for 3 months hence is 10,000 units, and that the capacity forecast for that same time period is 15,000 units. Now, the firm is faced with the mirror image of the first situation.
Demand and Supply Integration: The Key to World-Class Demand Forecasting by Mark A. Moon