This document outlines best practices for implementing a profit-driven demand planning process with 5 key steps: 1) Generate statistical baseline forecasts, 2) Collect demand projections from stakeholders, 3) Drive consensus forecast, 4) Generate inventory targets, and 5) Store plans, measure performance, and react. It emphasizes translating demand into revenue opportunities and managing profitability. An ideal system would integrate demand planning, performance management, and inventory planning to support the full profit-driven process.
The document discusses an automated analytics modeling and simulation software solution. It provides an example of how the software can be used to review a rolling forecast. The controller used the software to build the forecast, accounting for key drivers like yield improvement and inventory policy changes. This allowed the controller to automatically analyze the drivers impacting changes from the last forecast and confidently explain variances to the division president. The software can also be applied to other scenarios like new product development, supply chain analysis, and financial planning.
The document discusses Sales and Operations Planning (S&OP) and how it can be supported by SAP software. S&OP is an integrated business process that involves five steps: strategic planning, demand planning, supply planning, supply/demand balancing, and management evaluation. When fully integrated, the process closes the loop to continuously improve planning and operations. Mature S&OP processes have been shown to substantially improve business performance and competitiveness. SAP offers various software solutions that can support each step of the S&OP process and help achieve an integrated, closed-loop approach.
This is a detailed Sales & Operations Financial Planning (SOFP) master-class decribing the what, how, who, and when of the process. In addition, it describes the impact of the major types of capacity planning models to the strategic planning process deployed in SOFP.
Apagen Solutions is an ERP consulting firm based in Delhi, India with international presence. They have expertise implementing and supporting OpenERP ERP solutions for various industries like IT, hologram, education, and more. Their services include ERP implementation, support, upgrades, and advisory. Apagen leverages industry templates and accelerators to efficiently implement customized OpenERP solutions that meet clients' business needs.
BigSCM is a proposed product that uses big data from retail supply chains to optimize supply chain management processes. It collects data from RFID, POS, geo-location, social media, call centers, and more to provide recommendations for adaptive inventory management, demand prediction, price optimization, and more. This helps enhance productivity, optimize workflows, reduce costs and improve customer satisfaction. Developing BigSCM would require building out data processing and natural language processing capabilities over 6-8 months. It could help retailers optimize inventory costs, transportation costs, and procurement costs.
This document discusses an intelligent approach to demand forecasting using an ensemble model. It first pre-processes input data to clean errors and impute missing values. It then runs two parallel forecasting engines using machine learning and time series algorithms. The final forecast combines the outputs of these models and applies further seasonality and trend corrections. This ensemble approach generates more stable and accurate forecasts compared to conventional techniques.
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
The document discusses an automated analytics modeling and simulation software solution. It provides an example of how the software can be used to review a rolling forecast. The controller used the software to build the forecast, accounting for key drivers like yield improvement and inventory policy changes. This allowed the controller to automatically analyze the drivers impacting changes from the last forecast and confidently explain variances to the division president. The software can also be applied to other scenarios like new product development, supply chain analysis, and financial planning.
The document discusses Sales and Operations Planning (S&OP) and how it can be supported by SAP software. S&OP is an integrated business process that involves five steps: strategic planning, demand planning, supply planning, supply/demand balancing, and management evaluation. When fully integrated, the process closes the loop to continuously improve planning and operations. Mature S&OP processes have been shown to substantially improve business performance and competitiveness. SAP offers various software solutions that can support each step of the S&OP process and help achieve an integrated, closed-loop approach.
This is a detailed Sales & Operations Financial Planning (SOFP) master-class decribing the what, how, who, and when of the process. In addition, it describes the impact of the major types of capacity planning models to the strategic planning process deployed in SOFP.
Apagen Solutions is an ERP consulting firm based in Delhi, India with international presence. They have expertise implementing and supporting OpenERP ERP solutions for various industries like IT, hologram, education, and more. Their services include ERP implementation, support, upgrades, and advisory. Apagen leverages industry templates and accelerators to efficiently implement customized OpenERP solutions that meet clients' business needs.
BigSCM is a proposed product that uses big data from retail supply chains to optimize supply chain management processes. It collects data from RFID, POS, geo-location, social media, call centers, and more to provide recommendations for adaptive inventory management, demand prediction, price optimization, and more. This helps enhance productivity, optimize workflows, reduce costs and improve customer satisfaction. Developing BigSCM would require building out data processing and natural language processing capabilities over 6-8 months. It could help retailers optimize inventory costs, transportation costs, and procurement costs.
This document discusses an intelligent approach to demand forecasting using an ensemble model. It first pre-processes input data to clean errors and impute missing values. It then runs two parallel forecasting engines using machine learning and time series algorithms. The final forecast combines the outputs of these models and applies further seasonality and trend corrections. This ensemble approach generates more stable and accurate forecasts compared to conventional techniques.
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
Understand what value can be gained by using simulation-based predictive analytics for supply chain, distribution center, logistics and warehouse design, operations, and improvement
Truth of Demand Supply Planning - DemantraAmit Sharma
Some basic facts about supply and Demand planning.
For more information contact
amitforu78@gmail.com
Thank you for visiting this document.
check out my profile at www.ezdia.com
Business Case: Sales forecasting with SAS Advanced Analytics for the Pharmace...Claudio Menozzi
Goal: Predict New Product Market Penetration
Company: One of the world’s largest biotech companies, with more than 7,000 employees across six continents and a rapidly expanding product portfolio and a growing pipeline.
Business Area: The company provides medical product support across the Hospital Channel
Business Needs: Understanding the adoption of the existing products and predict adoption of new products allows to increase the customer service, adoption and eventually profitability
Project dealt by Achille Masserano, Enterprise Information Manager at Blue BI
1) Most C-level executives agree that using information effectively to run businesses has never been more important. However, many organizations are not deriving enough value from the data they collect.
2) The top issues for companies in 2009 are improving customer loyalty, expanding existing customer relationships, profitability, customer service, and acquiring new customers.
3) Business analytics can significantly impact profitability, performance management, customer retention, customer service, and expanding existing customer relationships. However, few organizations fully integrate business analytics across the entire company.
This document summarizes the key findings of a 2014 supply chain planning benchmark study that surveyed over 300 supply chain professionals across industries. The study found that few companies have highly integrated planning environments, and many see opportunities to improve areas like forecast accuracy, sales and operations planning processes, and integration of planning and execution. Companies reported using a variety of planning modules and technologies, with demand planning being most common. The study also found that companies have a range of approaches to planning technology from ERP-dominated to best-of-breed solutions. Most see changes coming to accelerate planning cycles and globalize the planning function.
In modern supply chain management ERP is used for transactional data while tools like Advanced Planning and Optimization is used for forecasting, planning, scheduling and confirmation. Further, in processes such as production planning there is a technique termed SNP optimizer. This is used for calculation of costs and Total cost is calculated as the sum of Delay cost, Non-delivery cost, storage cost and production cost. An ERP-enabled Supply Chain Process helps the organization to create a supply chain that is reliable, flexible and responsive. It also enables in enhancing the visibility across the supply chain.
Demand Planning for Managers: When to Apply Statistical ForecastsAdexa, Inc.
This is Part 1 of 4 presentations to help Business Managers understand how to use best use statistical forecasts as part of a Demand Planning Process. This is the introductory presentation in the series, and discusses when manual efforts should be used to supplement statistical forecasts. It also introduces the viewer to the concepts of categorizing products into classes, and analyzing a product hierarchies in order to improve forecast accuracy.
The document provides an introduction to WordPress, a popular tool for building websites. It discusses that WordPress allows users to easily create, manage, and update a website, and can be used to write blog posts, share media, and sell products. Many large websites use WordPress due to its ease of use, customizability through themes and plugins, and ability to achieve good results. The document concludes by stating that it will demonstrate how to make a WordPress site either through a free WordPress.com account or by installing the free WordPress software.
Tools that add drag & drop design in #wcraleighBrett Bumeter
Presentation slides for this session. (Only 3 but they list the plugins) The majority of the session will be a demonstration and should be available on wordpress.tv at some time in the future
This document outlines the agenda for the Greater Charlotte Wordpress Meetup. It introduces the organizers and includes an agenda with topics such as networking, learning from a WordCamp presentation, a tutorial on customizing a Wordpress theme, and planning for future meetups. The goal is discussed of growing the meetup community to support WordCamp Charlotte in 2015 by involving more volunteers, locations, topics, and presenters for regular future meetups.
How to Add Sections to Parallax Pro from StudioBrett Bumeter
This document provides instructions for adding sections to the Parallax Pro theme from StudioPress, including files that need to be edited like parallax.js, output.php, and customize.php. It also mentions that the file edits are available on Github at github.com/brettbum/speedy and the author is interested in presenting about using Github with WordPress at a future meetup.
The document discusses multi-echelon inventory optimization (MEIO) which considers forecast error, stockout costs, reducing lead times, reducing inventory costs through postponement, and lowering volatility through inventory pooling to optimize inventory targets with the same service level but at lower cost. It provides an example of a supply chain with different entities and their lead times and explores how MEIO can shorten lead times to reduce safety stock levels and use less expensive inventory through buffering and inventory pooling to gain advantages of averaging demand across locations. MEIO aims to balance all these factors to optimize the supply chain.
In this is epaper we discuss what is a Mutli-Echelon Inventory Optimization system and how it works. You will find out why its revolutionizing the art and science of supply chain inventory planning.
Reading a paper on Attribute Based Planning may sound boring but this is a very important concept to understand if you want to become more efficient in your supply chain planning. Basically, you will learn how to treat your products like diamonds. Now that doesn't sound very boring.
Supply Chain Planning Data is different from ERP data. Its all the quality of data, not the quantity when it comes to integration of planning data. You will see that the most companies worry about its integration all the wrong reasons.
Sales And Operations Planning The Key To Continuous Demand SatisfactionArnold Mark Wells
The document discusses sales and operations planning (S&OP), which is a process that companies use to synchronize production with market demand. It describes how most companies take a static, disconnected approach to S&OP that is ineffective. The best practices of some leading companies are highlighted, showing how S&OP can be improved by taking a more strategic approach that incorporates multiple perspectives and shares information. Specifically, the document recommends a five-step review process to structure collaboration and ensure tactical plans align with company strategy.
Supply Chain Synchronisation For Effective Operations Planning (Revised)gueste0de41
The document discusses supply chain synchronization and its importance for effective operations planning. It addresses eight dimensions that must be considered to achieve high levels of supply chain synchronization, including educating employees, communication, data collection, order timing, unitization, integration with systems, exception management, and ongoing optimization. The objective of operations planning is to develop a business "game plan" to help allocate resources and meet customer needs cost effectively. Benefits of supply chain synchronization and operations planning include improved customer service, reduced costs, better control of business performance, and increased cross-functional teamwork.
Demand Planning Leadership Exchange: Demand Sensing - Are You Ready? Plan4Demand
866-P4D-INFO | info@plan4demand.com | www.plan4demand.com
Gary Griffith and Joel Argo combine over 25 years of statistical forecasting experience to discuss the capabilities of Demand Sensing, what it is and what it isn’t, how this near-term forecasting method integrates with your mid to long term forecasts, and tips to shift pragmatically towards a demand-driven culture in your organization.
This session will cover key things to consider when approaching the concept of Demand Sensing in your organization, when and who should use it, and how it fits within different business scenarios.
Key take-a-ways include:
• Understanding of key concepts, capabilities & business benefits
• Overview of Demand Sensing technology considerations & system integration points
• Typical data requirements & modeling techniques
• How this next generation technique may be a fit for your organization
Is your organization ready to reap the benefits of Demand Sensing?
Streamline Your Supply Chain Strategy Using These 3 StepsAndrew Das
Today’s supply chains are constantly changing, and leaders are being forced to reduce costs and increase efficiencies each step of the way. With the recent spike in demand volatility due to the pandemic, supply chain leaders see a clear need to accelerate their processes and increase their agility through improved demand planning and forecasting.
Supply Chain Synchronisation For Effective Operations Planningguestae2434
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
Group 4 Supply Chain Synchronisation For Effective Operations Planning (Rev)guestba021a
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
Understand what value can be gained by using simulation-based predictive analytics for supply chain, distribution center, logistics and warehouse design, operations, and improvement
Truth of Demand Supply Planning - DemantraAmit Sharma
Some basic facts about supply and Demand planning.
For more information contact
amitforu78@gmail.com
Thank you for visiting this document.
check out my profile at www.ezdia.com
Business Case: Sales forecasting with SAS Advanced Analytics for the Pharmace...Claudio Menozzi
Goal: Predict New Product Market Penetration
Company: One of the world’s largest biotech companies, with more than 7,000 employees across six continents and a rapidly expanding product portfolio and a growing pipeline.
Business Area: The company provides medical product support across the Hospital Channel
Business Needs: Understanding the adoption of the existing products and predict adoption of new products allows to increase the customer service, adoption and eventually profitability
Project dealt by Achille Masserano, Enterprise Information Manager at Blue BI
1) Most C-level executives agree that using information effectively to run businesses has never been more important. However, many organizations are not deriving enough value from the data they collect.
2) The top issues for companies in 2009 are improving customer loyalty, expanding existing customer relationships, profitability, customer service, and acquiring new customers.
3) Business analytics can significantly impact profitability, performance management, customer retention, customer service, and expanding existing customer relationships. However, few organizations fully integrate business analytics across the entire company.
This document summarizes the key findings of a 2014 supply chain planning benchmark study that surveyed over 300 supply chain professionals across industries. The study found that few companies have highly integrated planning environments, and many see opportunities to improve areas like forecast accuracy, sales and operations planning processes, and integration of planning and execution. Companies reported using a variety of planning modules and technologies, with demand planning being most common. The study also found that companies have a range of approaches to planning technology from ERP-dominated to best-of-breed solutions. Most see changes coming to accelerate planning cycles and globalize the planning function.
In modern supply chain management ERP is used for transactional data while tools like Advanced Planning and Optimization is used for forecasting, planning, scheduling and confirmation. Further, in processes such as production planning there is a technique termed SNP optimizer. This is used for calculation of costs and Total cost is calculated as the sum of Delay cost, Non-delivery cost, storage cost and production cost. An ERP-enabled Supply Chain Process helps the organization to create a supply chain that is reliable, flexible and responsive. It also enables in enhancing the visibility across the supply chain.
Demand Planning for Managers: When to Apply Statistical ForecastsAdexa, Inc.
This is Part 1 of 4 presentations to help Business Managers understand how to use best use statistical forecasts as part of a Demand Planning Process. This is the introductory presentation in the series, and discusses when manual efforts should be used to supplement statistical forecasts. It also introduces the viewer to the concepts of categorizing products into classes, and analyzing a product hierarchies in order to improve forecast accuracy.
The document provides an introduction to WordPress, a popular tool for building websites. It discusses that WordPress allows users to easily create, manage, and update a website, and can be used to write blog posts, share media, and sell products. Many large websites use WordPress due to its ease of use, customizability through themes and plugins, and ability to achieve good results. The document concludes by stating that it will demonstrate how to make a WordPress site either through a free WordPress.com account or by installing the free WordPress software.
Tools that add drag & drop design in #wcraleighBrett Bumeter
Presentation slides for this session. (Only 3 but they list the plugins) The majority of the session will be a demonstration and should be available on wordpress.tv at some time in the future
This document outlines the agenda for the Greater Charlotte Wordpress Meetup. It introduces the organizers and includes an agenda with topics such as networking, learning from a WordCamp presentation, a tutorial on customizing a Wordpress theme, and planning for future meetups. The goal is discussed of growing the meetup community to support WordCamp Charlotte in 2015 by involving more volunteers, locations, topics, and presenters for regular future meetups.
How to Add Sections to Parallax Pro from StudioBrett Bumeter
This document provides instructions for adding sections to the Parallax Pro theme from StudioPress, including files that need to be edited like parallax.js, output.php, and customize.php. It also mentions that the file edits are available on Github at github.com/brettbum/speedy and the author is interested in presenting about using Github with WordPress at a future meetup.
The document discusses multi-echelon inventory optimization (MEIO) which considers forecast error, stockout costs, reducing lead times, reducing inventory costs through postponement, and lowering volatility through inventory pooling to optimize inventory targets with the same service level but at lower cost. It provides an example of a supply chain with different entities and their lead times and explores how MEIO can shorten lead times to reduce safety stock levels and use less expensive inventory through buffering and inventory pooling to gain advantages of averaging demand across locations. MEIO aims to balance all these factors to optimize the supply chain.
In this is epaper we discuss what is a Mutli-Echelon Inventory Optimization system and how it works. You will find out why its revolutionizing the art and science of supply chain inventory planning.
Reading a paper on Attribute Based Planning may sound boring but this is a very important concept to understand if you want to become more efficient in your supply chain planning. Basically, you will learn how to treat your products like diamonds. Now that doesn't sound very boring.
Supply Chain Planning Data is different from ERP data. Its all the quality of data, not the quantity when it comes to integration of planning data. You will see that the most companies worry about its integration all the wrong reasons.
Sales And Operations Planning The Key To Continuous Demand SatisfactionArnold Mark Wells
The document discusses sales and operations planning (S&OP), which is a process that companies use to synchronize production with market demand. It describes how most companies take a static, disconnected approach to S&OP that is ineffective. The best practices of some leading companies are highlighted, showing how S&OP can be improved by taking a more strategic approach that incorporates multiple perspectives and shares information. Specifically, the document recommends a five-step review process to structure collaboration and ensure tactical plans align with company strategy.
Supply Chain Synchronisation For Effective Operations Planning (Revised)gueste0de41
The document discusses supply chain synchronization and its importance for effective operations planning. It addresses eight dimensions that must be considered to achieve high levels of supply chain synchronization, including educating employees, communication, data collection, order timing, unitization, integration with systems, exception management, and ongoing optimization. The objective of operations planning is to develop a business "game plan" to help allocate resources and meet customer needs cost effectively. Benefits of supply chain synchronization and operations planning include improved customer service, reduced costs, better control of business performance, and increased cross-functional teamwork.
Demand Planning Leadership Exchange: Demand Sensing - Are You Ready? Plan4Demand
866-P4D-INFO | info@plan4demand.com | www.plan4demand.com
Gary Griffith and Joel Argo combine over 25 years of statistical forecasting experience to discuss the capabilities of Demand Sensing, what it is and what it isn’t, how this near-term forecasting method integrates with your mid to long term forecasts, and tips to shift pragmatically towards a demand-driven culture in your organization.
This session will cover key things to consider when approaching the concept of Demand Sensing in your organization, when and who should use it, and how it fits within different business scenarios.
Key take-a-ways include:
• Understanding of key concepts, capabilities & business benefits
• Overview of Demand Sensing technology considerations & system integration points
• Typical data requirements & modeling techniques
• How this next generation technique may be a fit for your organization
Is your organization ready to reap the benefits of Demand Sensing?
Streamline Your Supply Chain Strategy Using These 3 StepsAndrew Das
Today’s supply chains are constantly changing, and leaders are being forced to reduce costs and increase efficiencies each step of the way. With the recent spike in demand volatility due to the pandemic, supply chain leaders see a clear need to accelerate their processes and increase their agility through improved demand planning and forecasting.
Supply Chain Synchronisation For Effective Operations Planningguestae2434
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
Group 4 Supply Chain Synchronisation For Effective Operations Planning (Rev)guestba021a
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
The document discusses collaborative planning, forecasting and replenishment (CPFR). CPFR is a business practice where trading partners work together on planning and fulfilling customer demand. It aims to increase availability for customers while reducing costs. The key elements of CPFR include joint business planning, sales forecasting, order forecasting, and resolving any exceptions collaboratively. CPFR follows a cyclical process where trading partners jointly create sales forecasts, order forecasts, identify exceptions, and resolve them to continuously improve forecasts.
Strengthen the Processes to reach another level of excellence, Satish SandhirInnovation Enterprise
This document discusses strengthening sales and operations planning (S&OP) processes. It describes S&OP as a consensus planning process that balances demand and supply while aligning operational, financial, and strategic planning. The document advocates adopting a closed-loop "plan-do-check-act" approach using scenario analysis, process playbooks, demand shaping, and data management to continuously monitor and respond to plan deviations. This helps companies improve supply chain resilience through scenario simulations and predefined responses to issues stored in a knowledge base.
This document provides an introduction to SAP ERP. It outlines several key business functions and processes that ERP systems integrate, including marketing and sales, supply chain management, accounting and finance, and human resources. It also discusses some SAP-specific planning tools like rough cut capacity planning and sales and operational planning. Key benefits of ERP systems include single system integration, replacing inefficient legacy systems, data access and sharing across departments, and improved business processes.
The document discusses how SAP NetWeaver enables smart enterprises by addressing five key business challenges through business intelligence. It provides the complete, end-to-end and open BI platform needed for effective decision making, compliance, aligning strategy with execution, understanding competitors and markets, and justifying IT budgets. Case studies of Aventis and Dow Corning are presented showing how SAP NetWeaver addressed their challenges.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
This document provides an overview of Inspirage's Analytics in the Cloud offering. It summarizes the keynote presentations from Joseph Goncu of Inspirage and Carlene Minasian of NBTY. The Analytics in the Cloud offering enables analysis and decision making using Oracle Advanced Planning Command Center hosted in the cloud. It provides pre-built KPIs, dashboards and reports to support both evaluation processes like S&OP as well as execution. NBTY has benefitted from using APCC for integrated business planning and demand management, gaining improved visibility and focus on strategic planning. The document concludes with a demonstration of APCC capabilities.
Digital Business Planning - Ashutosh Bansal - GitaCloud - Mumbai SCM Executiv...Ashutosh Bansal
These slides were delivered to SCM Executives as part of keynote address from Ashutosh Bansal, founder & CEO of GitaCloud. The event took place in Mumbai, India on 12th April, 2017 and was jointly hosted by GitaCloud and SAP.
This webinar discusses six ways that SAP BusinessObjects Planning and Consolidation (BPC) can help avoid month end panic. It outlines how BPC provides a centralized database, facilitates a collaborative approach, and utilizes Excel while removing its limitations. The webinar also explains how BPC supports a systematic process, provides an integrated data source, synchronizes management and statutory reporting, streamlines intercompany consolidations, assists with IFRS and GAAP reporting, and simplifies currency translation. It concludes with discussing how BPC can help companies develop an action plan to achieve process improvement, efficient reporting, data integrity, and better decision making.
Demand Planning Leadership Exchange: 10 Tips for SAP DP | Part 1 Plan4Demand
For More Information visit www.plan4demand.com | Call 866-P4D-INFO | or Email info@plan4demand.com
Whether you are just implementing SAP's Demand Planning Module or have been "Live" for ages, Part 1 of this 2 Part series will cover SAP DP Forecasting and design tips for all occasions.
Watch to learn practical tips and gain real world insights into these specific areas!
- Demand Planning Hierarchies
- Demand Histories
- Statistical Forecasting
- Product Lifecycle Management
- Total Forecast Fit
Presented by Gary D. Griffith and Jerry Sanderson
Check out this webinar on-demand at http://www.plan4demand.com/Video-10-Tips-for-SAP--APO-DP-Part-1
Inventory Optimization - A New Approach to Operational Inventory PlanningSAP Solution Extensions
In today’s ultracompetitive business environment, companies can ill afford supply chain inefficiencies. But if planners are using outdated inventory management models, it can be challenging to run a tight ship.
To boost efficiency, run leaner, and drive down supply costs, many organizations are exploring inventory optimization. This technique improves inventory targets to address the realities of today’s complex, ever-evolving global supply chains.
This paper examines how the stochastic multistage, multi-inventory model supports inventory optimization. It also looks at how the SAP® Enterprise Inventory Optimization application by SmartOps uses the model to help supply planners execute more effectively. The software enables a collaborative approach that extends beyond organizational boundaries while helping planners predict demand patterns more accurately. And an option that provides analytics for the application delivers executive-level insights and reporting using a focused dashboard.
- Understanding Demand Management Basics
- Planning a Demand Management Process
- Execution of Demand Management
- Conducting a Performance Review of your Demand Management Process (and KPIs)
ERP and Related Technologies
Business Processing Reengineering(BPR), Data Warehousing, Data Mining, On-line Analytical Processing(OLAP), Supply Chain Management (SCM),
Customer Relationship Management(CRM), Electronic Data Interchange (EDI)
Demand Planning Leadership Exchange: SAP APO DP Statistical Forecast Optimiza...Plan4Demand
866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
If you are still using manual processes to support your demand planning cycles outside of APO, this Leadership Exchange is for you and your team. Join us to learn how to remove the burden of magnitude and get back on the track to leveraging your SAP APO DP to the fullest beginning with Statistical Forecast Optimization.
The session will focus on common issues and methods to maximize your implementation in order to really turbo-charge your Demand Planning. To do this, we’ll touch upon ways to simplify the process, which statistical models to use and when, and how to prioritize and manage by exception effectively for the long haul to evolve with your business.
A few key takeaways from this session include:
How to unclutter the process
Which Statistical Model to use & When
Tips for holistic optimization
Future design considerations
Check out this webinar on-demand at http://plan4demand.com/Video-SAP-APO-DP-Statistical-Forecast-Optimization
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Project Management Semester Long Project - Acuityjpupo2018
Acuity is an innovative learning app designed to transform the way you engage with knowledge. Powered by AI technology, Acuity takes complex topics and distills them into concise, interactive summaries that are easy to read & understand. Whether you're exploring the depths of quantum mechanics or seeking insight into historical events, Acuity provides the key information you need without the burden of lengthy texts.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
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Demand Planning For Profit
1. Demand Planning for Profit-Driven Supply Chains ePaper /
Adexa ePaper Series
Common Pitfalls in Supply Chain System Implementations Author: William H. Green
Planning Demand
For Profit-Driven
Supply Chains
Demand Planning solutions have traditionally
been deployed in order to increase forecast
accuracy and customer service levels, while
decreasing inventories. Improving these
metrics increases revenue and reduces
working capital, resulting in higher
profitability and Return-on-Assets. But
Demand Planning can be more directly profit-
driven by attacking these measures head on.
Find out what it takes to become a profit-
driven supply chain, starting with Demand
Planning.
2. Demand Planning for Profit-Driven Supply Chains ePaper / 2
Common Pitfalls in Supply Chain System Implementations
Introduction
Demand Planning is a company’s connection to customers, the most important part of your supply chain.
Understanding expected demand plays a critical role in profitability. Many companies have recognized
that planning for profit requires a new approach to the entire DP process that can not be supported by
conventional systems used in the past. The new approach goes beyond the ability to manage demand,
and extends it to the ability to manage profit. Demand in the supply chain must be translated into
revenue, but revenue can not come at any price. This ePaper outlines best practices to achieving a profit
driven supply chain, through demand planning.
Tab le of Contents Pg
Best-Practice DP For Profit-Driven Supply Chains 3
Step 1: Generate Statistical Baseline 4
- Forecasts For Different Industries 5
Step 2: Collect Demand Projections 6
- A Note on Attribute Based Planning 7
Step 3: Drive Consensus Forecast 8
Step 4: Generate Inventory Targets 9
Step 5: Store Plans, Measure, and React 10
An Ideal System 11
Bringing it All Together 12
About Author and Resources 13
3. Demand Planning for Profit-Driven Supply Chains ePaper / 3
Common Pitfalls in Supply Chain System Implementations
Best-Practice DP For Profit-Driven Supply Chains
This figure outlines the best-practice demand management process for
profitability. It incorporates the basics that help create accurate demand
streams, and adds the capability to analyze revenue opportunities, while
collaborating with Operations and Finance. It enables an enterprise to
understand the cost of revenue, and the amount of working-capital
required to hold customer service levels to desired levels. 3
Consent on
2 Operational
Forecast
Collect Demand
Projections
Define
Inventory 4
Generate Targets
1 Statistical
Baseline
5
Store Forecasts,
Measure, and React
This process requires a tight collaboration between customers, marketing, sales, inventory managers, finance,
and operations to unlock the potential profitability of each demand stream. Also, technology components such
as statistical forecasting, inventory planning, analytics, alerts, and messaging are leveraged in order to add
speed and accuracy to this process. In the next few pages we will see how it all comes together.
4. Demand Planning for Profit-Driven Supply Chains ePaper / 4
Common Pitfalls in Supply Chain System Implementations
Step 1: Generate Statistical Baseline
The first step in the process focuses on creating accurate forecasts for the breadth of products that
your company sells. This is a base requirement. Profit-driven supply chains need to rely on accurate
forecasts to keep customer satisfaction high and inventories low.
Statistical forecasts serve as the foundation for creating an objective view of expected demand. The
80/20 rule applies here. Baseline statistics can manage lower value and stable products, leaving
planners free to manage high value relationships and products. The forecasts also police the human
nature to over estimate demand numbers under pressure to perform, or to “sandbag” in order to make
the numbers.
5. Demand Planning for Profit-Driven Supply Chains ePaper / 5
Common Pitfalls in Supply Chain System Implementations
Baseline Forecasts For Different Industries
In generating baseline forecasts, its important to mention that for stable product lines, such as those found
in retail and consumer packaged goods, historic sales are indicative of future demand, and therefore the
statistical forecast directly drives the operational forecast.
For some verticals, such as Semiconductor and High-Tech, short product lifecycles and rapidly changing
trends preclude the use of the statistical forecast as a direct input to the operational forecast. However,
even in these dynamic industries the statistical forecast provides value in the following ways:
• It acts as an objective control measure to identify exceptions in other
forecast sources (e.g. generate alerts if the forecast from field sales is
more than 50% greater than the average of shipments over the past 6
weeks)
• It also allows people to work more efficiently by offering a mechanism to
disaggregate and automate the propagation of family-level forecasts to the
SKU level (e.g. proportionally disaggregate a category forecast to 5,000
SKUs based on shipments over the past month)
• It offers a scientific method to understand how external factors impact
demand. Causal analysis enables an enterprise to understand how
factors as diverse as weather to pricing can affect demand for various
products.
• Forecasting methods also provide a way to forecast new products based
on seasonal and lifecycle profiles, and attributes (details on page 7) which
identify which prior products are similar to the new ones.
6. Demand Planning for Profit-Driven Supply Chains ePaper / 6
Common Pitfalls in Supply Chain System Implementations
Step 2: Collect Demand Projections
The second step in the process inserts the operational wisdom of the people managing the business, by
collecting their projections. Planning for profit includes projections from various planning stakeholders,
including sales, marketing, finance, customers, and partner channels in order to highlight the market
opportunities. Although some would argue that people have biases which can introduce errors in expected
demand, a good system will incorporate human knowledge, as well as statistical data, in order to create better
information than either could do alone. In such systems:
• Stakeholders need to be able to view and modify the demand plan at any level of aggregation, so the
impacts are immediately highlighted at any level of or the organization. In this way high-level
information can be translated into planning details.
• Expected revenue needs to be immediately calculated, based on the demand input and Average
Selling Price (ASP)—at any level of the product hierarchy.
• The security model needs to be enforced on a product-specific, level-specific, and user-specific
basis, so that the collaboration process can be controlled with proper levels of authorized input, and
approval.
7. Demand Planning for Profit-Driven Supply Chains ePaper / 7
Common Pitfalls in Supply Chain System Implementations
A Note on Attribute Based Planning
While you are collecting the data, don’t forget that a market place is made up of many different products,
with different characteristics, sold to different customers, in different geographies, each with their own
special needs. A method is required to understand and manage market trends from different viewpoints, so
that the most revenue and profit can be achieved. Each product may have multiple characteristics that
simultaneously fall into multiple revenue generating segments. In order to manage this complexity a method
must be established in order to identify all the unique characteristics of each product. Product attributes
does this by enabling you to dynamically segment the market and identify trends that can be used to
increase revenue.
• Attributes allow any stakeholder to segment the data in a way that is meaningful to them. An
example of this is a market analysis by target industry, or product characteristics (e.g. color, speed,
capacity, size, texture, purity, etc.).
• The stakeholder can analyze and edit data based on views that are segmented by these attributes
to target revenue for any product, customer, geographic segment, or in any other way that is
meaningful to them.
• The average selling price for a group of products should be set by using attributes to segment the
market. You can then calculate expected revenue for any market segment based on the assigned
selling price.
Attribute-based planning (ABP) is a critical part of profit-driven demand planning. To learn more about
ABP, I highly recommend reading Attribute Based Planning ePaper.
8. Demand Planning for Profit-Driven Supply Chains ePaper / 8
Common Pitfalls in Supply Chain System Implementations
Step 3: Drive Consensus Forecast
The third step in the process is to clean and merge all the projections, from the many sources, into one
forecast representing the potential revenue in the market place. This requires an intelligent way to blend the
input from all the sources and should not be influenced by constraints in operations yet, since operations
planning will look at this later. This single demand stream is the consensus forecast, the one number used to
drive everything.
Creating a viable consensus forecast is like a contest. The blending process takes on the role of a judge
looking at all the data streams over time, and seeing which data elements win the accuracy contest. It is a
process of mediation by the planner based on facts and data, not bias or personality. The judging is done by
relying on past measures of accuracy from various sources and time horizons. It may be that only customer
orders will be used in the very short-term. For some products the statistical forecast may win the accuracy
contest from the second month and beyond. Highly volatile new products with high-margins will use sales
input over the first month. Marketing may be the only source for forecasts beyond month six.
You really want your planners to focus on trouble spots, rather than mindlessly crunching numbers. For
example, if a certain customer’s forecast is more than 25 percent greater than a statistical forecast then the
planner should be alerted to investigate the cause. Or another intelligent alert may be set up to draw
attention to those forecasts that have changed by more than 15 percent since last month.
Note: Analytic views that can be
sliced and diced by any attribute
should be set up so that the
enterprise can determine if it is on
target to meet the revenue plan. If
they are not on target, then alerts
can be generated for any
product/market segment or division
which is not meeting their share of
the financial plan. The advantage of
the analytics is that they allow
managers to view the plan from
different perspectives to detect
trends and problems. Many
companies try to use spreadsheets
for demand planning. Spreadsheets
lack, proper security, collaboration
capability, and Intelligent Alerts to
manage the consensus forecast on
an exception basis. We will discuss
this more on page 11.
9. Demand Planning for Profit-Driven Supply Chains ePaper / 9
Common Pitfalls in Supply Chain System Implementations
Step 4: Generate Inventory Targets
The consensus demand is completed in the previous step, but expected customer demand is not the only source
of demand on your operation. Buffer inventory is needed to help the supply chain run efficiently, and to protect
against uncertainty. The buffer inventory targets need to be determined with an eye for profit. The more
inventory that a company has on hand, the less risk there is to the revenue plan, and the more efficient a
company can be in operations (i.e. saving set-up time, and order costs). On the other hand, higher inventory is a
drag on Return-on-Assets and can directly reduce profits, if it has to be discounted or becomes obsolete.
Remember,
• A company needs to use measures of demand uncertainty, and supply uncertainty, in addition to the
value of inventory in order to figure out how much inventory to have for a buffer.
• Profit-driven companies understand that each business segment is different and therefore the buffer
stock policies must fit each situation. A high-value/low-volume business requires a more generous buffer
stock in terms of Days-of-Inventory than a high-volume/low-profit business.
• A profit-driven company will use its entire supply chain for inventory buffering. Products can be held at
regional distribution centers, rather than local ones. Some products may be held as components and
assembled to order, later. This all has to be part of the inventory strategy.
Finally, the consensus forecast, and its accompanying projected revenue plan, is combined with the inventory
plan to get a complete picture of the demand and inventory targets. This gets passed to the Operations Planning
team so that they can determine which demands can be satisfied, and which inventory targets can be met.
Operations Planning will also determine how much it will cost to satisfy the demand and inventory plan, so that
profitability can be accurately estimated.
10. Demand Planning for Profit-Driven Supply Chains ePaper / 10
Common Pitfalls in Supply Chain System Implementations
Step 5: Store Plans, Measure, and React
In the last step, all plans need to be monitored and updated as required. People need to know when past
plans were off-track, but more importantly future metrics and KPI’s need to be established so that problems
can be avoided before the company is off-track. A profit-driven enterprise must be able to predict the KPI’s for
the financial plan, demand plan, revenue plan, and inventory plan out into the future, when the plan is being
created. Once the best plan is chosen and stored, the actual performance can be measured against it. The
following key points should be taken into consideration when creating the set of metrics and KPI’s that will be
used to manage an enterprise:
• Some of the metrics are standard, such as expected revenue, targeted revenue, and actual sales for
the financial plan.
• Other metrics such as Mean Absolute Percent Error (MAPE), and Quantity Sold, monitor forecast
accuracy in order to alert users if the sales plan is off-track.
• Since each company is different in their behavior and goals in the market place, they should put in
place unique measures and metrics into their process.
• The key is to have the metrics in place to provide alerts if they are off-track, and pinpoint possible
areas of improvement.
Don’t forget, each stakeholder needs to be able to personalize their dashboards
to help them in their specific role:
• Executive Managers require higher level key performance indicators (KPI’s) to
be able to monitor a broad set of measures at a higher level.
• Functional Manages require area-specific KPI’s to understand in more detail
problems under their control.
• Planners and Analysts need alerts and the ability to drill into detailed
information to correct problems.
11. Demand Planning for Profit-Driven Supply Chains ePaper / 11
Common Pitfalls in Supply Chain System Implementations
An Ideal System
The process described in the previous sections must be supported by a system that provides decision-
support intelligence, analytics, reporting, collaboration, workflow, and full integration with other enterprise
systems. These are some of the requirements for an ideal DP system for a profit-driven supply chain:
• Offer the traditional Demand Planning tools, in order to determine an accurate consensus
demand
• Recognize the potential of profitability a consensus-forecast may have based on the expected
revenue and marginal-cost for each unit sold
• Be able to translate the demand of various market segments based on their characteristics
into a company sales and revenue plan through the use of attributes (Page 7)
• Recognize average selling price for various mix of products at a given volume in order to
determine expected revenue, while considering segmented product groups
• Understand the cost of inventory and the trade-off between incremental revenue and
additional dollars of inventory
• Utilize the supply constraints feedback in a closed loop analysis to determine the best product
mix for maximum profitability
• Communicate and collaborate with financial management about the sales and revenue plan
• Monitor the plan with Key Performance Indicators (KPI’s) to highlight when the company is not
on-track to achieve operational or financial goals.
In most cases, systems need to be built
from the ground up in order to be able to
support a profit-driven process. Trying to
combine separate Demand Planning,
Performance Management, and Inventory
Planning systems to do the job, creates an
integration nightmare that needs to be
custom built by the organization. There are
systems that are designed to bring these
capabilities together to make it easier for
you to drive your supply chain toward more
profitability.
12. Demand Planning for Profit-Driven Supply Chains ePaper / 12
Common Pitfalls in Supply Chain System Implementations
Bringing it All Together
Managing the front-end of a Supply Chain for profitability requires a business process and systems that are
different from traditional demand planning systems. The ability to plan revenue by product lines and
customers, monitor progress to goals, and manage inventory, are all key capabilities of a profit-driven demand
planning process. The last critical point to achieving profitability is to make sure that a profitable Demand
Management process is coupled with an Operations Planning process that can properly close the loop. In
other words, the demand plan must eventually take into consideration the operational constraints. The key is
to be able to provide supply information that identifies the cost, and inventory investment, that is required to
achieve the demand plan. When demand outstrips the ability of a company to supply the market place, then
the operations plan must be able to optimize which demands to meet in the market, at the demand-segment
level. This is the last part of the collaboration back to profitable selling.