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• W2994149954 abstract "EXECUTIVE SUMMARY | Demand Planning performance is driven by metrics. MAPE and bias provide a compass to evaluate performance, and make necessary changes to the forecast. It is for this reason that most Demand Planning teams put a significant amount of emphasis on delivering improvements against these objectives, and why industry benchmarking reports focus in this area. In this article, I explore whether metrics alone ca n truly drive the busi ness results that most executive leaders are looking for. I share some experience that highlights the importance of communicating the context surrounds a forecast. It is highly plausible that synergizing performance metrics with the right communication strategy creates a formula that unlocks enhanced supply chain results.Several weeks ago, I was having dinner with a prior colleague who helped me to transform the Demand Planning and SO a Demand Planning team that fostered results. I do not use the phrase best-in-class lightly. The term has become cliche, similar to the way my kids use the word awesome. There are not a lot of awe striking events that happen during a typical day, but they use that word all the time. Our industry makes the same misuse of best-in- class. However, in this case, we truly lead the industry according to our metrics. We had sustainable SKU-level Lag-1 MAPE performance under 14%. At the time, the IBF Benchmarking Journal cited 27% as the industry average, and noted that the top five companies reporting averaged 17%. We had performance by the numbers, but it came with an unexpected consequence. I had thought that excellent MAPE results were the end-game, but they were only the beginning of a much longer journey. What felt like success became a colossal failure and it forever changed my approach to planning. It was the opposite of awesome.DEFINING MEASUREMENT OF SUCCESSThe back story that leads to this failure defines one of the most difficult lessons that I have learned in my career, and I want to share it with you. Perhaps this will help you to avoid the same pitfall.In early 2007, my company's COO came into my office and declared the following, John, as of Monday, you will be reporting to me. I need you to build a Demand Planning team. The Marketers are killing my supply chain costs with their aspirational forecasts, so I am going to create a forecasting function within my organization. I was reporting to Sales at the time, and was surprised by this request. The following Monday, I had gotten started. My first goal was to collect a quick win, and I knew that would come from scrubbing the forecast data. While I was spending my days developing organizational designs, job requisitions, vision statements, and building the coalition for change management, I was spending my evenings in our forecasting system, scrubbing demand, SKU by SKU, and DC by DC.Within six months, I had a team of six employees driving the newly formed Consensus Demand Planning process, and we were preparing the launch of Level 1 Maturity S&OP. We quickly started using MAPE and Bias metrics to educate our Executive Committee about the improvements being made to forecast accuracy. The results were compelling, and compounded for the better after every monthly cycle. We were driving a transformation, and had everyone on board. Yes, it was awesome.Then, THE meeting happened. Our COO called a 1:1 meeting with me on a Monday morning. When I sat down, he had a copy of our latest Consensus Demand Meeting presentation in front of him. It was opened to the page that showed our MAPE and Bias metrics. He handed me the presentation, and simply said, Can you answer this question? …" @default.
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• W2994149954 date "2014-10-01" @default.
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• W2994149954 title "Is Communication More Important Than Accuracy in Demand Planning" @default.
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