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Progressive organizations engage in Demand Management to stimulate and influence anticipated need for products and services, consistent with their strategic objectives. This process involves more than just forecasting; it is a series of coordinated activities that encompasses planning demand, communicating demand, influencing demand, and managing and prioritizing demand. Assumptions and activities become pivotal and drive resulting numbers used for volume and financial projections. While multiple inputs and views are necessary to create a Demand Plan, a consensus plan is generated at least monthly, covering the entire planning horizon.
Companies engaged in best practice Demand Management are distinguished by the following traits:
Oliver Wight provides education, coaching, and mentoring services to companies large and small on best practice demand management. We can start with a Diagnostic Review of your current processes, educate your leadership and staff on best practices, and provide coaching and mentoring while you implement and sustain. Contact us now.
Read this product sheet for detail on the education, coaching, and mentoring services available from Oliver Wight.
An Oliver Wight team of principals works with your management team to understand your company’s strategic and competitive business priorities. Using these priorities, an appraisal of your current Demand Management and Execution processes and procedures is conducted. The current state is compared to best practices as well as our practical experience in developing and executing demand plans in various companies and environments.
This document gives the detailed agenda for the Oliver Wight Demand Management Course.
Demand Control - A Critical Process When Orders Exceed Supply or Orders Are Less Than Planned
This white paper is based on the lessons learned by Oliver Wight consultants in helping companies, large and small, implement demand management processes over the past 20 years. In this paper, Palmatier and Crum share the keys to success. For further reading on this topic, pick up a copy of Coco & George's book: Demand Management Best Practices.
In the consumer-driven business climate of today, the most successful organisations are those that can meet customer demand, as efficiently and profitably as possible. Even if you are one or more steps removed from the consumer, it is vital their needs and wants run through the bloodline of your entire supply chain.
Ron Ireland discusses the pros and cons of demand planning residing in the supply side of the business and its impact on accuracy. Read why the “Pull” method has become the method of choice over “Push.”
Oliver Wight’s new White Paper, Demand Review: Tell the Story, by Colleen “Coco” Crum, advises clients implementing Integrated Business Planning (Advanced S&OP) to understand and adopt a true aggregate planning process and redesign their Demand Review. Crum presents a case study about a company attempting to implement IBP based on a 24-month planning horizon, while really only planning for the next quarter, and she argues that the demand planners simply allowed the statistical forecast to compute the item-level projections but failed to take into account that brand and product plans might change over time.
Demand Segmentation White Paper Segmentation is not just about responding to the varying needs of consumers today. It’s about anticipating long-term trends, thinking ahead of the game and predicting what customers want even before they do, so there is time to respond and align the firm’s business model – and supply chain – accordingly.
Efficient demand sensing and execution processes take the chaos out of short-term planning. They're levers which ignite actions to real-time signals or responses of customers and, with lightning-fast reactions, companies improve customer service and increase sales revenue. In the past, companies could rely substantially on historical performance when planning promotions or product introductions, but not today!