FORECASTING AND DEMAND MANAGEMENT
Operations-Supply Chain ManagementONLINE PROGRAMFORECASTING AND DEMANDMANAGEMENTOctober 15, 16, 22 & 23, 2020 via ZOOM
CONTENTAbout AGSB-CCEWho Should Attend?ObjectivesProgram ContentResource PersonsProgram DirectorProgram Inclusions and Feespage 1 cce.ateneo.edu
ABOUTAGSB-CCEThe Ateneo Graduate School of Business - Center forContinuing Education (AGSB-CCE) was establishedto complement the existing Ateneo-BAP Institute ofBanking, a consortium between the Ateneo de ManilaUniversity and the Bankers Association of the Philippines.It was initially known as the Basic Leadership Program(BLP) until the name was changed to ContinuingProfessional Education (CPE) and then finally, to Centerfor Continuing Education (CCE).Under AGSB, CCE takes an active role in addressingspecific industry concerns that require immediate,purposeful, and focused response. As an industryresource and partner, CCE offers continuing professionaldevelopment programs that are workplace-based withimmediate take-away value. Methodologies are based onbusiness simulation, practical exercises and applications,case analyses, and focused discussions. Coursesare designed, developed and delivered by industrypractitioners who are noted experts in their respectivefields. Together, AGSB and CCE support the Ateneomission to promote excellence, integrity and service.page2 cce.ateneo.educce.ateneo.edu page 3
WHO SHOULDATTEND?Practitioners, supervisors, managers, senior executives, and suppliersinvolved in the areas of inventory planning, purchasing, warehouse,production planning, demand planning, distribution planning andgeneral management.OBJECTIVESSuccessful completion of this moduleenables the participant to:Identify the business impact and criticalrelationships of demand management withbusiness planning, sales and operationsplanning;Apply the tools, measurements and processguides involved in accurate forecasting;Formulate forecasting models suitable forproducts and business;Assess the effectiveness of current forecastingoutput, accuracy, demand managementprocess and practices; andFormulate recommendations on how toimprove company’s demand managementsystem.page 3 cce.ateneo.edu
IV. Demand Management and Data ManagementFORECASTINGAND DEMAND MANAGEMENTForecasting and Demand Management is an onlineprogram designed to train you as managers and staffinvolved in sales, marketing, and operations planning,toward the development and application of a formal andaccurate demand forecasting system. The course willdefine the practical forecasting tools, processes, andimplementation guide involved in the development of aneffective demand management system.A. Demand vs. sales dataB. Data sources and levelV. Basic Forecasting ModelsA. Simple averageB. Simple moving averageC. Weighted moving averageD. Exponential smoothingE. Forecasting model exercisesVI. Development of Focus ForecastingA. HistoryB. PrinciplesC. Simulation ApproachVII. Steps in Focus ForecastingA. Seven strategiesB. Simulation stepC. Testing accuracyD. Do’s and don’tsE. Focus forecasting resultsPROGRAM OUTLINEI.Introduction: Definition of Logistics and Supply ChainA. Definition of logisticsB. Logistics pipeline and business logisticsC. Supply chain management definition and processD. Supply chain management objectivesE. Critical areas in supply managementII. Case Study on Sales and Operations Planning (S&OP)A. Describe your current forecasting processB. What methods do you useC. What is your current forecast accuracyD. Who prepares and reviews the forecastE. How is the final forecast use in your S&OPIII. Forecasting FunctionA. Definitions and importanceB. Types and approachesC. CharacteristicsD. Levels of forecastingE. ComponentsG. Determining objectivesH. Other forecasting considerationsVIII.Presentation of Forecasting Applications/AssignmentsIX. Developing New StrategiesX. Forecasting Tool Demo Using Forecast ProXI. Integrating the Demand Management ProcessA. Factors that influence forecastB. Demand planning processC. Demand manager’s role1. Reviewing the forecasts2. Why forecasts failXII. Demand Management Critical Areas and ProcessXIII.Business Planning ProcessA. Business planning cycle modelB. Distribution Requirements Planning - Master Production - Schedule- Material Requirements Planning - (DRP - MPS - MRP) process modelC. Planning requirements and pre-requisitesXIV.Key Performance Measurespage4 5 cce.ateneo.educce.ateneo.edupage
RESOURCEPERSONMr. Jose Emmanuel M. Estrera has more than 25 years of experience in the supplymanagement profession. He is the founding Chairman of BizSolv Asia, MPC, a processoutsourcing entity, and a Director and the Vice President for Research and BusinessDevelopment of the Foundation of the Society of Fellows in Supply Management(SOFSM), the advocacy arm of the Philippine Institute for Supply Management (PISM,formerly the Purchasing and Materials Management Association of the Philippinesor PMMAP). His commission publishes the monthly Purchasing Managers Index (PMI)Philippines and the Philippine Report on Business. Joey is an Honorary Member ofPISM and a former President of its Central Luzon Chapter.MR. JOSE EMMANUEL M.ESTRERAHe is actively involved in the promotion of the supply management profession bybeing a member and facilitator of the Professional Development Center of PISM.He started his career with San Miguel Corporation where he conducted materialsresearch studies in the purchasing department and eventually became its Director forLogistics Monitoring Services. He was the Purchasing Consultant and later becamethe Materials Director of Mondragon Leisure and Resorts Corporation (Mimosa). Hewas the Executive Vice President and Chief Operating Officer of True Value HardwareCorporation.pagepage56 cce.ateneo.educce.ateneo.edu
FORECASTINGAND DEMAND MANAGEMENTPROGRAM DETAILSSchedule via ZOOM:October 15, 16, 22 & 23, 2020Thursdays & Fridays1:00 pm - 5:00 pmPROGRAM FEEPhp 10,000.00 (Early Eagle Rate)Php 11,000.00 (Regular Rate)*Schedules and prices may change without prior notice.INCLUSIONS Certificate of course completion Soft copies of materials can be accessed &downloaded through Ateneo Blue Cloud (CanvasLMS) Digital badgeREGISTER NOW!SCAN CODETO REGISTERMr. Rhonn Preciados( 63) 961 751 1334rpreciados@ateneo.edusales.cce@ateneo.edu7 cce.ateneo.edupage 6
Integrating the Demand Management Process A. Factors that influence forecast B. Demand planning process C. Demand manager’s role 1. Reviewing the forecasts 2. Why forecasts fail XII. Demand Management Critical Areas and Process XIII. Business Planning Process A. Business planning cycle model B. Distribution Requirements Planning - Master .
Table 1.1 Demand Management (source: taken from Philip Kotler, Marketing Management, 11th edn, 2003, p. 6) Category of demand Marketing task 1 Negative demand Encourage demand 2 No demand Create demand 3 Latent demand Develop demand 4 Falling demand Revitalize demand 5 Irregular demand Synchronize demand 6 Full demand Maintain demand
ea ea a Forecasting demand/activity for the FT Introduction By using the Excel -based Demand Forecast Summary tool your FT can predict demand by File Size: 1MBPage Count: 19Explore further7 Best Sales Forecasting Methods to Predict your Revenue .blog.klenty.comImportance of accurate forecasting for resource management .dsdweb.co.ukAdvanced forecasting techniques - NHS Englandwww.england.nhs.ukHow To Forecast In Excel: Analyzing And Predicting The Futurespreadsheeto.comPlanning, assuring and delivering service change for patientswww.england.nhs.ukRecommended to you b
Demand forecasting asks how much of a good or service would be bought, consumed, or otherwise experienced in the future given marketing actions, and industry and market conditions . Demand forecasting can involve forecasting the effects on demand of such changes as product design, price, advertising, or the actions of competitors and regulators.
DEMAND FORECASTING IN A S UPPLY CHAIN Learning Objectives . After reading this chapter, you will be able to: 1. Understand the role of forecasting for both an enterprise and a supply chain. 2. Identify the components of a demand forecast. 3. Forecast demand in a supply chain given historical demand data using time-series methodologies. 4.
demand), irregular demand (demand varying by season, day, or hour), full demand (a satisfying level of demand), overfull demand (more demand than can be handled), or unwholesome demand (demand for .
Although forecasting is a key business function, many organizations do not have a dedicated forecasting staff, or they may only have a small team. Therefore, a large degree of automation may be required to complete the forecasting process in the time available during each forecasting and planning cycle.
ects in business forecasting. Now they have joined forces to write a new textbook: Principles of Business Forecasting (PoBF; Ord & Fildes, 2013), a 506-page tome full of forecasting wisdom. Coverage and Sequencing PoBF follows a commonsense order, starting out with chapters on the why, how, and basic tools of forecasting.
Undoubtedly, this research will enrich greatly the study on forecasting techniques for apparel sales and it is helpful to identify and select benchmark forecasting techniques for different data patterns. 2. Methodology for forecasting performance comparison This research will investigate the performances of different types of forecasting techniques
