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It’s possible to improve the accuracy of the demand forecast. It involves considering and aligning the sales, marketing, product, and brand plans. It involves better communication of plans to finance and the supply chain.
Start with reviewing some of our thought-leadership pieces on demand planning below; then call us for more help with demand planning process improvement.
This white paper tells the story of one company that links Demand Management to strategy via its Integrated Business Planning process – and one company that does not. The white paper contrasts the financial performance of the two companies. It also contrasts the culture and quality of work life in the companies. The white paper describes three key areas that require competence in linking demand management to strategy: 1) develop a continuous communication culture, 2) drive decisions to the right level, and 3) tell the story quickly. It also shows how the structure of the Demand Review changes when companies link strategy to Demand Management.
Demand Control: An Often Missing Link in the Demand Management Process. This white paper defines Demand Control, defines the role of the Demand Controller, outlines the benefits of a good Demand Control process, provides a compelling argument for why a Demand Control process should be in place, provides keys to establishing an effective Demand Control process.
Any company struggling to manage trade spend will find this white paper useful. It provides a case example of a company that optimized trade spend investment using Demand Management and Integrated Business Planning processes. Business growth increased significantly while trade spend investment overall was reduced.
Poor forecasts are often symptoms of poor customer relationships. This paper deals with the role of sales account managers in developing collaborative relationships with key customers. Sales needs to represent the company to the customer and the customer to the company.
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.
This paper is designed to help demand managers and planners recognize different demand streams and how to treat them, identify, categorize and review project demand, and how to forecast and communicate demand and develop "what if" scenarios and contingency plans.
Success in today’s consumer-driven business climate depends on meeting customer demand as efficiently and profitably as possible. Accurate demand planning is vital; not only does it provide the very foundation on which future plans can be made, it allows the business to anticipate changes in demand in plenty of time and respond accordingly.
Statistical forecasting is an essential element in maturing the organization’s demand process, but crucially it needs to be part of a wider integrated approach to demand management, led and managed by those closest to the consumer, and embedded cross-functionally into the organization. This means addressing people and processes first.
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.
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.
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.”
This document gives the detailed agenda for the Oliver Wight Demand Management Course.
The first of a new four part series on demand planning makes the case for improving demand planning processes without delay. Written by Susan Storch
The second in this series on demand planning explains how to whip your demand planning process into shape to become your lifeline in the recession. Written by Susan Storch
The third in a four-part series discusses the importance of skilling up your people for demand planning to become a lifeline in the recession. Written by Susan Storch
The final article in this four-part series explains how integration and alignment combine to make demand planning your lifeline in the recession. Written by Susan Storch
In the September, 2007, issue of Business Excellence Magazine, John Schorr continues his series of six articles on Integrated Business Management with The Demand Review.
Marketing’s Role in the Integrated Business Planning Process
This white paper underscores why the marketing group is a critical stakeholder within Integrated Business Planning and how marketing impacts product management and business development. Discussion includes three key areas where marketing contributes to the Integrated Business Planning process: brand spending and awareness; program spending vs. predicted; and competitive analysis.
This is an excerpt from the book, Demand Management Best Practices: Process, Principles and Collaboration, published by J. Ross Publishing. Crum and Palmatier write about best practice solutions that will improve overall business performance for supply chain partners and all functions within a company impacted by the demand management process.
In this white paper, George stresses the importance of forecasting and why accuracy should be measured. You will find information on how to measure forecasts, what to expect, how to evaluate results, and how to handle inaccuracies. George then leads into a discussion on customer linking and CPFR®.
The Oliver Wight corporate brochure.
Demand Control - A Critical Process When Orders Exceed Supply or Orders Are Less Than Planned
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.
Effective demand management is increasingly the fundamental component of modern business planning. These are challenging times - the-ever-changing demands of customers, transient fashion, fast moving technology, increasingly sophisticated in a continuously uncertain market.
In this environment, predicting what the business will look like in two or three years time is more difficult but more important than ever. A robust Integrated Business Planning process is non-negotiable and this stands or falls by the accuracy of the demand plan. Management of the sales pipeline is key, as is identifying opportunities and vulnerabilities and managing the variability around them through to fruition or otherwise.