book

Demand and Supply Integration

by Mark A. Moon

April 2018

Intermediate to advanced

250 pages

7h 19m

English

De Gruyter

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What Is Integration?CommunicationCoordinationCollaborationIntegrationWhere Can Integration Occur?How Does Integration Occur?Organizational StructureIntegrative ProcessesOrganizational CultureSummary
The Idea Behind DSIHow DSI Is Different from S&OPSignals that Demand and Supply Are Not Effectively IntegratedThe Ideal Picture of Demand Supply IntegrationDSI Across the Supply ChainTypical DSI AberrationsDSI PrinciplesDSI Should Be Demand DrivenDSI Should Be CollaborativeDSI Should Be DisciplinedCritical Components of DSI Portfolio and Product ReviewDemand ReviewSupply ReviewReconciliation ReviewExecutive DSI ReviewCharacteristics of Successful DSI ImplementationsSummary
Integrative ProcessesProduct and Portfolio ReviewDemand ReviewSupply ReviewReconciliation (Financial) ReviewExecutive ReviewOrganizational StructureWhere Does DSI Report?Organizational OversightA Culture that Fosters IntegrationBottom-Up Drivers of CultureTop-Down Drivers of Culture: Functional Area Culture Effect on IntegrationSummary
What Is Demand Forecasting?Definition of Key TermsForecasting LevelForecasting HorizonForecasting IntervalForecasting FormHow Forecasts Are Used by Different Functions in the FirmThe Forecasting HierarchyManaging the Forecasting ProcessThe Nature of the Customer BaseThe Nature of the Available DataThe Nature of the ProductsThe Role of Forecasting SystemsForecasting TechniquesThe Need to Measure PerformanceSummary
The Role of Quantitative ForecastingTime-Series AnalysisNaïve ForecastAverage as a Time-Series TechniqueMoving Average as a Time-Series TechniqueExponential SmoothingRegression AnalysisSummary
What Is Qualitative Forecasting?Who Does Qualitative Forecasting?Advantages and Problems with Qualitative ForecastingAdvantages of Qualitative Forecasting TechniquesProblems with Qualitative Forecasting TechniquesSummary: Qualitative Technique Advantages and ProblemsQualitative Techniques and ToolsJury of Executive OpinionDelphi MethodSales Force CompositeSummary

What Is Market Intelligence?Bottom-up Versus Top-Down ForecastsWhat Do Demand Forecasters Need to Do?Customer-Generated ForecastsTypes of Customers and ForecastsIssues with Customer-Generated ForecastsSummary of Customer-Generated ForecastsPutting It All Together into a Final ForecastSummary
Why Bother Measuring Forecasting Performance?Process Metrics Versus Outcome MetricsMeasuring Forecasting PerformanceThe Building Block: Percent ErrorIdentifying BiasMeasuring AccuracyOutcome Metrics—The Results of Forecasting ExcellenceSummary
Dimension 1: Functional IntegrationDSI ProcessesOrganizationAccountabilityRole of Forecasting versus PlanningTrainingSummary: How Companies Can Improve on the Dimension of Functional IntegrationDimension 2: ApproachForecasting Point of ViewWhat Is Being Forecasted?Forecasting HierarchyStatistical AnalysisIncorporation of Qualitative InputSummary: How Companies Can Improve on the Dimension of ApproachDimension 3: SystemsLevel of IntegrationAccess to Performance Measurement ReportsData IntegritySystem InfrastructureSummary: How Companies Can Improve on the Dimension of SystemsDimension 4: Performance MeasurementHow Is Performance Measured?How Is Performance Rewarded?Summary: How Companies Can Improve on the Dimension of Performance MeasurementSummary
Phase I: Preparation of Initial ForecastPhase II: Gap AnalysisPhase III: Demand Review MeetingSummary