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.
Most software packages show current views of current forecasts, sales, production, and inventory. But what if you wanted visibility of the underlying trends, changes, patterns in all systems...
In my previous blog, I addressed how what-if analysis can help supply chains when faced with uncertainty. This blog is an attempt to delve into some specific what-if scenarios that could arise due to Brexit.
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.
Shutdown days are either planned well in advance or inadvertent and unwelcome manufacturing excursion- this is a factory issue, not a demand issue. The answer is simple...
In Part 1 of this blog, we closed with the following question: “OK, intermittent demand creates a challenge, but I still need a demand estimate, what do I do!” Below we will provide an answer, but with a different orientation that begins with the question: “what is the purpose of the demand estimate?”
Where did the terms RCCP and MPS come from? Reading the recent blog “RCCP versus MPS – Can They Be Connected?” it struck me whether this question represents the current best in class or do they represent old terms as well as an old way of thinking that should not be the end goal of an organization any more when it comes to supply chain planning.
US and China have been at the forefront of a tariff battle that’s been going on for close to a year and a half now. Given the economic might of these two nations, the tariffs by both sides have not only affected them but have also had a domino effect on several other countries across continents.
Community Intelligence synchronizes the use of technologies in a manner that is focused on closing gaps in critical decision-making processes in the ongoing journey of more intelligent supply chains to improve organizational performance.
Building the business case for change is crucial to compel transformation at a leadership and organizational level. Before you start any transformation project it is important to understand the why, what, and how and articulate a clear vision and path of the future state.