Archive for September, 2009

Applying Continuous Improvement Techniques to the Sales & Operations Planning (S&OP) Process

Friday, September 25th, 2009
Applying Continuous Improvement Techniques to the Sales & Operations Planning (S&OP) Process

Many organizations today are implementing various continuous improvement techniques to manufacturing areas to reduce cost and waste as well as decreasing cycle time. There is value to apply these techniques to business processes to improve the effectiveness of the process. Sales and Operations Planning (S&OP) is a critical business process and therefore is a... »

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New Years Resolution, A Bit Early

Monday, September 21st, 2009
New Years Resolution, A Bit Early

As we ease out of crisis mode and plan for more stable waters, we find ourselves asking  how  can we take advantage of the upturn, and what will it take to do so? Going back to my undergraduate days of pursuing my degree in Education makes me think of the structure of a lesson... »

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Posted in Forecasting and Planning | 2 Comments »

Forecasting in a Challenging Business Environment: Lessons From Procter & Gamble

Thursday, September 10th, 2009
Forecasting in a Challenging Business Environment: Lessons From Procter & Gamble

Developing accurate forecasts is never easy.  The current economic environment makes it even more challenging and many businesses have a bias to over forecast.   At the same time, businesses need the most accurate volume forecast possible to enable effective planning and decision making.  It is important to understand that this is a business issue,... »

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Posted in Forecasting and Planning | 7 Comments »

The “MAGIC” of Better Demand Planning in Orlando and I am Not Talking About Mickey Mouse or Donald Duck

Tuesday, September 8th, 2009
The “MAGIC” of Better Demand Planning in Orlando and I am Not Talking About Mickey Mouse or Donald Duck

Many firms have no strategy for dealing with unforecastables and some even pretend that all items are statistically forecastable.  Statistical tests need to be used to identify those articles which cannot be forecasted with conventional techniques, such as intermittent demand and demand with high variances. For example, low volume and erratic demand may indicate... »

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