Technology > Forecasting & Demand Planning | SupplyChainBrain

Forecasting & Demand Planning: Page 62

Yes, Some Customers Are More Equal Than Others

In the age of analytics and Big Data, all customers are not created equal.

1204 Yes Some Customers Are

Jabil: Excelling in the Changing World of Contract Manufacturing

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How Merck Is Building an End-to-End Supply Chain

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Schneider Electric: A Veteran Company at Technology's Cutting Edge

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Solving the Problem of 'Too Much Data'

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Three Reasons Demand Planning Has Finally Come of Age

There’s nothing new about the idea of demand planning. Phoenician wine traders, 2,000 years ago, were savvy about staying ahead of fluctuations in demand via a network of merchant informants, and planned supply accordingly. The advent of vastly expanded computer data-processing power, along with the connectivity of the web, has been offering for 20 years or more the attractive proposition of using technology to track and predict demand for goods more accurately.

1201 Three Reasons Demand Planning

Is Cash Replacing Inventory As a Hedge Against Supply-Chain Risk?

Worried about managing supply-chain risk? All you need is cash.

112717 Is Cash Replacing Inventory

Hold the Rye: Promos Leave Restaurant Supply Chains Stretched

First, Subway restaurants ran out of rye bread. Then the corned beef started to dwindle.

A.I. Comes to Procurement. Are Human Sourcing Professionals Doomed?

Artificial intelligence, for decades little more than a dream in the minds of behavioral scientists, is insinuating itself into every aspect of supply-chain management today. The latest incursion is taking place in the realm of sourcing.

How to Make the Most of Forecasting

Forecasting is a vital tool for many businesses, but is often poorly understood by stakeholders.

Ashley Furniture Focuses on Inventory Optimization

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Using Integrated Business Planning to Enhance Integration of All Functions

Challenge: A multi-national corporation producing personal care products had several business units struggling to align all functions. Surprises and expediting were part of the management process; long-term visibility was not holistic. Decisions were made in silos without a formal review. A major difference between what was planned and was executed resulted.

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How a Leading U.S. Floral Distribution Company Reduced Warehouse Labor Costs by 45% with RFID

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Enhancing High-Value Electronics Shipment Security with Tive's Real-Time Tracking

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