Inventory Forecasting is the process in which the historical sales data, historical purchasing data, current demand planning, planned production, and distribution resource plan data are used for predicting inventory levels in a future time period.
For businesses, it’s a great opportunity to cash in on the seasonal spike in customer demand. However, every year it also poses a unique situation with equal challenges along with the opportunities.
Master Production Scheduling (MPS) plans for items that are independent (or direct) demand. Independent Demand is a demand that comes from Sales Orders, Service Orders, or forecasts on end items, i.e., items that we sell to customers. In RCCP, the principle assumption is that family-level assumptions are good approximations for the SKU level detail and the change in the mix will not have a big impact on the capacity projection.
With each storm, there comes a bevy of forecasts put out by different computer models. These forecasts begin about 10 days out and change as the storm gets closer and closer. This blog tries to extract some learnings from this process of forecasting.
When trying to forecast demand for the future, it is important to understand the variability in the underlying dataset.
Supply chain planning projects are often approved on the back of the promise of lower inventory levels. In a recent conversation, I was asked a more nuanced question: whether right-sizing inventory via better supply chain planning improves earnings before interest, tax, depreciation, and amortization (EBITDA). This blog tries to address this question.
Should we combine the positive numbers and the negative numbers as we approach the essential business of forecasting future demand? Let us think this through.
Use this comprehensive guide to get started with your product-customer demand segmentation analysis process.
How to use demand planning statistical models to enhance the value of your sales input during the forecasting process.
A guide on how to improve material planning using a more detailed volume allocation of customer orders. It is a common business practice to write up yearly contracts for the volume. Very often, this is done to extend volume discounts to the customer. That is obviously a benefit to the customer. The supplier benefits by knowing how much to budget for in terms of production through the year. They can also count on the revenue coming in.