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March-April 2013
Inventory needs to be “optimized” to properly match supply and demand. This has become all the more important as competition intensifies globally and supply chains get longer and longer. Learn from a subject matter expert about the benefits of inventory optimization and how to get an IO initiative on track in your organization Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
Within most organizations, the words “demand planning” cause a reaction—and typically not a mild one. It is characterized by emotional extremes like anger, despair, disillusionment, or even hopelessness. Seldom do we find a team excited or optimistic about their chances to improve demand planning processes.
After two decades of process and technology refinement, excellence in demand management still eludes supply chain teams. In fact, it is the supply chain planning application with the greatest gap between performance and satisfaction. At the same time, it’s the application with the greatest planned future spending. For most teams, demand planning is a conundrum, a true love-hate relationship. They want to improve the demand planning process, but remain skeptical that they can ever do so.
In our research at Supply Chain Insights, we find that demand planning is the most misunderstood—and most frustrating—of any supply chain planning application. While companies are the most satisfied with warehouse and transportation management, they are the least satisfied with demand planning.
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Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
March-April 2013
Inventory needs to be “optimized” to properly match supply and demand. This has become all the more important as competition intensifies globally and supply chains get longer and longer. Learn from a subject… Browse this issue archive. Access your online digital edition. Download a PDF file of the March-April 2013 issue.|
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Within most organizations, the words “demand planning” cause a reaction—and typically not a mild one. It is characterized by emotional extremes like anger, despair, disillusionment, or even hopelessness. Seldom do we find a team excited or optimistic about their chances to improve demand planning processes.
After two decades of process and technology refinement, excellence in demand management still eludes supply chain teams. In fact, it is the supply chain planning application with the greatest gap between performance and satisfaction. At the same time, it’s the application with the greatest planned future spending. For most teams, demand planning is a conundrum, a true love-hate relationship. They want to improve the demand planning process, but remain skeptical that they can ever do so.
In our research at Supply Chain Insights, we find that demand planning is the most misunderstood—and most frustrating—of any supply chain planning application. While companies are the most satisfied with warehouse and transportation management, they are the least satisfied with demand planning.
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Sarah Petrie, Executive Managing Editor, Peerless Media
I am the executive managing editor of two business-to-business magazines. I run the day-to-day activities of the magazines and their Websites. I am responsible for schedules, editing, and production of those books. I also assist in the editing and copy editing responsibilities of a third magazine and handle the editing and production of custom publishing projects. Additionally, I have past experience in university-level teaching and marketing writing.
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