Heinz moved to a single, unified forecasting process called "one number forecasting" to improve planning and reduce disagreements. Previously, different departments created separate forecasts using different assumptions. Heinz transitioned forecasting responsibility to a central team using a fact-based approach. They implemented a new demand planning system and switched to a bottom-up forecasting method focusing on individual SKUs instead of top-down brand targets. This provided greater insight and allowed Heinz to better plan for channel and customer specific growth. The single forecast aligned all departments and improved supply chain management and planning efficiency. Accuracy also became a top priority, requiring the demand planning team to acquire and process extensive data to support the entire company's forecast.